2012-05-14 FMW

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 17 MAY 2012

FMWorld www.fm-world.co.uk

Lend Lease grows fond of sustainability

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It will be illegal to use HCFC R-22 Refrigerant through-out Europe by 2015

If your clients are still operating R-22 equipment, have you advised them that they will have: U Higher maintenance and repair bills U Limited spare part availability U DifďŹ culties in the event of a system breakdown Space Air can provide a complete replacement management solution encompassing all aspects of the R-22 replacement process.

Call us 01483 504 883 or visit www.spaceair.co.uk W Scan here for more information about the HCFC R22 Replacement legislation. Š Space Airconditioning plc. All rights reserved. 101470-05.12

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N o b o d y k n ows Dai k i n bet t er

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VOL 9 ISSUE 10 17 MAY 2012

CONTENTS

7 | Lease lengths drop

18 | Lend Lease

24 | BICSc accreditation

NEWS

OPINION

FEATURES

6 Shopping centre rents fall by six per cent over a two year period 7 San Francisco beefs up its bike access laws for building owners 9 Project of the Fortnight: The learning centre in Wales, made using bales of straw 10 Think Tank: should FMs be forced to provide facilities for cyclists?

12 Business news: Graeme Davies suggests the recession might be the ideal time to invest 11 Carillion reports a ‘solid’ start to the year an after Oxford council deal 12 In Focus: Jenny MacDonnell from the British Council for Offices

16 Perspective of a facilities manager: Roger Amos discusses the impact of ICT on FM 17 Five minutes with Marilyn Standley, independent FM consultant 50 No Two Days

MONITOR

28 | History of FM

18

Lend Lease: At the construction company’s new Regent’s Place offices, Martin Read finds a deep commitment to sustainability in all its forms

24

BICSc: The cleaning accreditations body is renewing its ability to offer the best in training accreditation, finds Anne Lennox-Martin

28

History of FM: Barry Varcoe interviews Bernard Williams in the latest of FM World’s History of FM series, featuring the sector’s formative individuals

32 Legal: Changes to chemical signage conventions 33 How to: Tips for managing your empty properties safely 34 Standards: Stan Mitchell discusses the world of standards in FM 35 People: Tom Robinson on how to achieve true ‘one-team’ thinking 36 Insight: Market intelligence

REGULARS 38 42 44 47

BIFM news Diary of events People & Jobs Appointments

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COVER IMAGE: SAM KESTEVEN

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EC B Y, N A M 17WORLD | 17 FM MAY 2012 | 13 15ND STA

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Redactive Publishing Ltd 17 Britton Street, London EC1M 5TP 020 7880 6200 www.fm-world.co.uk EDITORIAL Tel: 020 7880 6229 email: editorial@fm-world.co.uk editor: Martin Read ⁄ news editor: David Arminas ⁄ sub editor: James Richards assistant editor: Natalie Li ⁄ editorial assistant: James Harris ⁄ art director: Mark Parry ⁄ art editor: Daniel Swainsbury picture editor: Sam Kesteven

MARTIN READ EDITOR COMMENT

LEADER

ADVERTISING AND MARKETING email: sales@fm-world.co.uk senior display sales executive: Adam Potter (020 7880 8543) ⁄ sales executive: Edward Taylor (020 7880 6230) ⁄recruitment sales executive: Carly Gregory PRODUCTION production manager: Jane Easterman production executive: Aysha Miah PUBLISHING publishing director: Steve Bagshaw Forward features lists and media pack available at www.fm-world.co.uk/about-us SUBSCRIPTIONS BIFM members with FM World subscription or delivery queries should call the BIFM’s membership department on 0845 0581358 FM World is sent to all members of the British Institute of Facilities Management and is available on subscription to nonmembers. Annual subscription rates are UK £110, rest of world £130. To subscribe call 020 8950 9117 or email fm@alliance-media. co.uk – alternatively, you can subscribe online at www.fm-world.co.uk/about-us/ subscribe/ To order the BIFM good practice guides or the FM World Buyers’ Guide to FM Services call Natalie Li on 020 7880 6229.

EDITORIAL ADVISORY BOARD Simon Ball, business development manager, Interserve ⁄Jason Choy, director, Persus⁄ Nick Cook, managing director, Haywards ⁄ Robert Greenfield, group SHEQ director, GSH ⁄ Liz Kentish, managing director, Liz Kentish Coaching ⁄ Anne Lennox Martin, FM consultant ⁄ Peter McLennan, joint course director, MSc Facility Environment and Management, University College London ⁄ Lionel Prodgers, principal, Agents4RM ⁄ Chris Stoddart, general manager, Heron Tower ⁄ Jeremy Waud, managing director, Incentive FM ⁄ Jane Wiggins, FM Tutor and author ⁄ Chris Wood, senior associate at Advanced Workplace Associates

Average net circulation 11,357 (Jul 10 – Jun 11) FM World magazine is produced using paper derived from sustainable sources; the ink used is vegetable based; 85 per cent of other solvents used in the production process are recycled © FM World is published on behalf of the British Institute of Facilities Management (BIFM)

by Redactive Publishing Ltd (RPL), 17 Britton St, London EC1M 5TP. This magazine aims to include a broad range of opinion about FM business and professional issues and articles do not necessarily reflect the views of the BIFM nor should such opinions be relied upon as statements of fact. All rights reserved. This publication may not be reproduced, transmitted or stored in any print or electronic format, including but not limited to any online service, any database or any part of the internet, or in any other format in whole or in part in any media whatsoever, without the prior written permission of the publisher. While all due care is taken in writing and producing this magazine, neither BIFM nor RPL accept any liability for the accuracy of the contents or any opinions expressed herein. Printed by Pensord ISSN 1743 8845

BIFM ENQUIRIES

British Institute of Facilities Management Number One Building, The Causeway, Bishop’s Stortford, Hertfordshire CM23 2ER Tel: 0845 0581356 email: admin@bifm.org.uk web: www.bifm.org.uk

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05_Comment.sr.indd 05

erhaps there’s an argument that the very concept of standards – “codified common sense”, as many describe them – is at odds with the essence of facilities management or, at the very least, the state of development that FM finds itself in at present. Pulling in one direction is the comforting logic of ensuring that your ways of working ‘conform’ to an industry standard. Pulling in quite another is the need for FM to be flexible, adapting to changing requirements. The ability to assess, adapt and respond to new situations is perhaps why FM remains both an intangible yet critical element of business performance.

Yet surely the value of standards outweighs the many ‘compliance’ issues that they inevitably bring with them. Certainly there’s an appetite among FMs to understand what each standard entails, even if it isn’t one they subsequently put into practice.

At a recent FM procurement seminar in London, I played host to a table of procurement and facilities professionals, all having specifically chosen to find out more about the BS8572 FM procurement standard. Despite being trailed extensively in this magazine and elsewhere, few on the table had ever heard of it, let alone spoken to anyone who had used it.

Plenty of work has gone into BS8572 and BS11000, the freshly minted collaboration standard that could significantly impact on FM. With the former, there is little if any evidence of a rush to embrace it. As I mentioned recently, we had to make room for the topic in our recent procurement roundtable report because it simply didn’t factor in the list of issues our FM and procurement professionals wanted to discuss. As for BS11000, its use to date has been concentrated on a few admittedly high-profile pilot projects.

Perhaps the crude truth is that some standards are only likely to be embraced by organisations when they help in the marketing of that organisation’s services. If that standard that sets out to regulate a process that is in effect invisible to the public or B2B end-user, it isn’t worth pursuing. Compare the procurement standard to the environmental standard BS140001 – those who have that particular accreditation can’t wait to crowbar it into the corporate conversation. The same can be said for quality standards that indicate to customers the thought processes of the business they’re considering trading with. Perhaps when it’s not a badge of honour, or a flag to fly showing your organisation in as positive a light as possible, it isn’t worth doing.

Then again, it could be that awareness of standards is driven by those who promote them. It’s extraordinary to me that such a potentially powerful standard as BS8572 was something that people – those invited because of their job roles involving the procurement of FM – hadn’t even heard of. It’s been four months since it was introduced at the beginning of this calendar year – more than enough time for an awareness campaign to have taken effect. Perhaps it was always going to come down to editors querying the lack of take-up in editorial leader columns. And if that’s the only way for FMs to become aware of these standards, I can assure all involved that it’s clearly not an effective strategy.

P

“IF A STANDARD REGULATES A PROCESS THAT’S INVISIBLE TO THE PUBLIC OR B2B END-USER, PERHAPS IT’S SEEN AS NOT WORTH PURSUING”

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RETAIL

DAVID ARMINAS newsdesk@fm-world.co.uk

Inner town and city shopping centre rents have fallen by nearly six per cent in the past two years, according to the latest IPD UK Quarterly Property Index.

The drop is threatening owners’ ability to maintain them to a level that would stop them becoming obsolescent, said IPD researcher Richard Mkhabela.

“An ageing fleet of increasingly obsolete in-town shopping centres is going to be incredibly difficult to manage and stimulate in a tough retail environment,” he said.

“Over the past two years, shopping centre rents fell by 4.9 per cent, but this trend is perhaps misleading.”

Out-of-town centre rents grew by 0.3 per cent, whereas inner-city centres saw declines of 5.8 per cent.

“Tenant demand is declining, not just because of the suffering retail sector. The average age of a shopping centre in the UK is now 28 years, with 71 per cent over 20 years old,” said Mkhabela.

Since the beginning of 2007, improvement expenditure on in-town centres has declined, as cash-strapped owners have been unable to afford improvements, the report suggested.

It noted that within two years, 21 per cent of shopping centre tenants will have a break clause or a rent expiry, which means £231 million of shopping centre income is under threat.

But by comparison, the UK high street will see roughly 10 per cent of tenancies expiring in the next two years, which will cost the sector about £118 million.

“The question for landlords in 06 | 17 MAY 2012 | FM WORLD

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the coming years will be: ‘How should I tackle obsolescence?’,” said Mkhabela.

“While the contraction and changing nature of the high street does offer a level of opportunity in the form of conversions, obsolete shopping centres are not suitable for a change of use.

It is more likely such centres will have to be demolished, although each situation will inevitably be unique.”

He said a shopping centre’s ultimate fate will depend on the centre’s catchment area, size, ‘entertainment value’ offered and the wealth of the surrounding area.

Already, there has been a 20 per cent decline in the number of commercially-owned shopping centres in the past four years, the IPD UK Quarterly

REX

Shopping centres reach crisis point

Happy shoppers? Cinemas and restaurants help retain customers

Property Index has noted.

“Investors have been walking away from poor shopping centres rather than actively managing them,” said Mkhabela.

A report published in March by retail property research company

Local Data Company found that the percentage of high street shops lying empty hit a record of 14.6 per cent in February. Vacancy rates had begun to stabilise at the end of 2011, but were rising again, the report said.

RETAIL

Retailers eye added-value amenities Cinemas, restaurants and even casinos are increasingly important to shopping-centre retailers who see these amenities driving footfall to their stores.

According to the latest leisure activities report from managing agents Cushman & Wakefield, the current difficult climate is leading landlords to add ‘theatre’ to their retail assets to help drive footfall and increase customer dwell time.

“With the International Council of Shopping Centres suggesting 52 per cent of shopping centre cinema attendees also visit other mall stores, the importance of these anchors – restaurants, cinemas, and so on – can’t be

understated,” claims the report.

London-Westfield Stratford has about 21 per cent of its retail outlets allotted to catering. Liverpool One, the Trafford Centre and SheffieldMeadowhill have 18 per cent of their units taken by food outlets.

Some retail and shopping parks have a drive-through restaurant or family pub/restaurant and there could be more malls and retail parks introducing these, the report said.

There is also more collaboration between tenants and property owners and managers when

refurbishments are planned for a shopping centre or retail park.

Layout and additional amenities are open for discussion between the two groups, the report said.

However, the report said there could be some financial drawbacks and costs for retail operators.

“Shopping centres have large service charges and higher rents than the high street, meaning margins can be narrowed. This places a high emphasis on the need to ensure large turnovers to ensure profits hit the required levels.”

“Landlords are adding ‘theatre’ to their retail assets to help drive footfall” www.fm-world.co.uk

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NEWS

ISTOCK

BRIEFS San Francisco beefs up bike access laws San Francisco is to put a legal responsibility on building owners and managers to provide secure bicycle parking should a tenant and tenant’s employees request it.

City council recently approved the Tenant Bicycle Access in Existing Commercial Buildings Ordinance, which will become law once the mayor signs it.

The San Francisco chapter of the Building Owners and Managers Association (Boma) backed the law, which they expect the mayor to sign “in the near term”, said John

Bozeman, manager of government and public affairs for Boma San Francisco.

Boma worked closely with the San Francisco Bicycle Coalition lobby group to pen the details, Bozeman told FM World.

“We worked hand-in-hand to craft this measure as there has been a precipitous increase of San Franciscans cycling to work over the past few years,” he said. “The ordinance is the most progressive stance on bicycle parking in commercial buildings in the country.

“Our association’s members promote the bicycle as a commute option and, in doing so, help to create a healthier environment.”

The legislation would not require that a building owner or manager build a bike room or dedicate space to bicycle parking.

The intent of the legislation is to allow commercial tenants who wish to provide a place for their employees to park their bikes safely inside their office to do so.

It also means that a building owner or manager can’t stop a commercial tenant from allowing its employees from bringing bicycles into office areas.

But if the tenant doesn’t want bicycles inside the office area, the tenant can request that the building owner or manager provides a secure space within 750 feet of the building.

See page 10 for our Think Tank Poll regarding cycling facilities.

Leicester Uni cycle park The University of Leicester is creating an underground parking facility for up to 300 bicycles as part of a £1 million scheme to improve its on-campus David Wilson Library. Bicycle parking on campus will increase by 70 per cent as a result. Work on the Library is to improve the underground access for maintenance work.

SME mentoring The government is urging more small to medium-size enterprises (SMEs) to sign up to the on-line mentoring help portal, MentorSME. Trained mentors are deployed through www.mentorsme.co.uk, the UK’s national mentoring gateway, operated by the British Bankers Association.

More than 100 mentoring organisations are involved in the initiative – this figure represents double the number available when the service was first launched, according to the Department for Business, Innovation and Skills.

LANDLORDS

Commercial lease lengths have fallen to an average 4.8 years, according to the annual lease review from the British Property Federation (BPF).

The report, carried out with research firm Investment Property Databank, noted a trend for some occupiers to opt for a stop-gap contract of short duration rather than longer medium-term leases.

It found that three-quarters of new leases signed in 2011 were for less than five years – a fall from 6.2 years in pre-recession 2007.

And lettings to small to mediumsize enterprises (SMEs) were even shorter, at 4.1 years.

Nearly 80 per cent of SME leases were under five years, around 20 per cent were for 10 years and only 2.1 per cent up to 15 years. www.fm-world.co.uk

07_News.sr.indd 07

SHUTTERSTOCK

Lease lengths dip as firms seek stop-gap

The survey, drawn from more than 100,000 retail, commercial and industrial leases, also found a reduction in lease lengths for high streets retail units, from 7.7 to 7.6 years – in 2007, leases averaged 9.7 years.

Rent-free periods “are quite

commonplace on even relatively short leases”, the report said. They occur in nearly 33 per cent of retail leases of under five years and in 35.5 per cent of industrial leases of the same duration.

“In uncertain times, it is quite understandable that occupiers are opting for shorter leases,” said Liz Peace, chief executive of the BPF. “The long-term trend has for some time now been towards a shorter lease, but this has been accentuated over the past year by economic circumstances. The market continues to deliver variety – short leases for start-up SMEs, but longer leases for retail and office occupiers certain of their future who will get a good deal in return for their long-term commitment.”

Broadbent bows out BIFM chairman Ian Broadbent has handed over responsibilities to chairman elect Ismena Clout ahead of the official changeover date of 12 July.

After completing the BIFM qualification, Broadbent went on to serve on the North East and West Branches of the North Region and became chair of the North Region in 2006.

He joined the BIFM board in 2009 as deputy chair and played a vital role in the institute’s development for many years, a statement from the BIFM said.

A full report of Broadbent’s departure can be found in the BIFM news section, page 38.

FM WORLD | 17 MAY 2012 | 07

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your comfort. our world.

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Daikin is the first manufacturer to optimise all of its Sky Air range for SEER. That’s why the new Sky Air Seasonal Smart is around 25% more efficient than any competitor’s products in the same class – and meets 2013 energy efficiency standards right now in 2012.

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Email skyair@daikin.co.uk quoting reference 0016/ni/042012 or visit www.daikin.co.uk/seasonalefficiency FM WORLD | 17 MAY 2012 | 13

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

Cable earmarks £80m for recycling projects

External walls are built from ModCells, made from locally grown straw bales

The government has committed £80 million into two funds for the development of green energy and recycling projects. The investment will be split between fund managers Foresight Group and Greensphere Capital.

The focus will be on the small-scale waste infrastructure sector, working through a specialist team within the Department for Business, Innovation and Skills (BIS). Money will be put towards waste recycling and reprocessing facilities, pre-treatment projects and energy-from-waste projects.

Making the announcement, Business Secretary Vince Cable said the government is investing directly, ahead of obtaining state-aid approval for the UK Green Investment Bank (GIB), which is to be set up later this year.

The GIB will fund offshore wind-power generation, commercial and industrial waste processing, recycling and energy from waste generation.

An initial £50 million will be managed by Foresight Group and £30 million by Greensphere Capital. The maximum amount of individual investments is not likely to exceed £15 million, the government noted.

Agency fined for failing to pay staff

Local straw supports Learning Plaza The Learning Plaza, a £1.5 million addition to Castle Park Primary School in Caldicot, Monmouthshire, accommodates up to 60 students in an open-plan environment. Children can be taught in a large group, as separate groups or on a one-to-one basis.

There are also teaching areas outside the school surrounding the building that are suitable for group lessons.

The building’s external walls are constructed from ModCells, made from straw bales grown in a local Monmouthshire farmer’s field, said Neal Stephens, managing director of Willmott Dixon in Wales, responsible for the construction of the Learning Plaza.

Willmott Dixon has taken school pupils to visit Coombe Farm, which grows the straw and makes the ModCells. The ModCell mobile ‘Flying Factory’ can be set up in a field where there is a straw supply and the children get a chance to help make the panels, said Stephens.

ModCells can be used as load-bearing walls up to three stories high or can be attached as panels to steel, concrete or wooden frames. The lifecycle of a ModCell is the same as a traditionally constructed building and at their end-of-life they can be easily reused or disassembled.

Instead of using a central fabrication plant and transporting ModCell panels great distances, the company identifies a source of straw normally within 10 miles of the construction site, said Finlay White, business development director for the Bristol-based firm. By using local straw, skills and labour, ModCell keeps more of the project’s value within the local economy.

ModCell was started in 2007 after several years of research and construction projects and has spent around £2.3 million on research developing the system. The company has also recently been awarded around another £1 million of research money, White said.

Other projects using ModCell panels include the Straw Bale Café for the Herefordshire College of Technology, studios for the University of the West of England’s School of Architecture in Bristol, and the City of York’s EcoDepot – one of the largest straw-bale buildings in Europe at 1,250 square metres (13,455 square feet). www.fm-world.co.uk

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A recruitment agency has been ordered to pay nearly £1,400 in withheld wages from seven catering and cleaning staff, including some who were students at Loughborough University. Leicester Magistrates’ Court also ordered Zoe Evans, director of Loughborough-based Isis Management Consultancy, to pay £2,030 in fines and costs after prosecution for withholding pay from the workers.

The court banned Evans from being a director or company secretary of any limited company for one year. Evans, who traded under the name of Kensington Mayfair, failed to make full payment to the workers or failed to pay them at all, according to a statement from the Department for Business, Innovation and Skills.

Whitehall reveals long-term contract needs The government has published details of contracts for dozens of services worth a potential £70 million for the next five years.

The contracts include FM and property management and also cover print and print management, probation and offender services, construction, energy and utilities, welfare-to-work and office solutions.

The aim is to get government and industry “to work together to spot any skills and investment gaps so they can act to safeguard UK competitiveness and growth”, according to a government statement.

Meanwhile, industry bodies and suppliers, including the British Chambers of Commerce, the Confederation for British Industry, Institute of Directors and the UK Contractors Group, have signed up to the government’s Procurement Pledge, which is designed to improve supply chain collaboration and communication.

Tuition fee hike raises student expectations Increased tuition fees have not put students off going to university, but have substantially raised student expectations, according to a report.

The Unite Student Experience Report 2012, compiled by Unite, a developer and manager of purpose-built student accommodation, noted that around 70 per cent of respondents said the increase in fees had no impact on their choice of university. But nearly 51 per cent expected academic facilities to improve and 42 per cent expected accommodation to improve.

Around a third of students believed there should be better social and sporting facilities.

Students noted that accommodation should: be modern(ish) and bright; have appropriate facilities in good condition; not sharing a bath/shower/toilet with more than two or three others; feel secure, without being too strict.

The report was based on responses from more than 1,200 students.

FM WORLD | 17 MAY 2012 | 09

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YES (75%)

THINK TANK

WE ASKED 100 FMS… Do you think that employers should be forced to make allowances for employees wishing to park their bicycles in a safe place at work?

Three-quarters of respondents to FM World’s latest poll believe that building owners, managing agents and employers should be forced to make allowances for employees wishing to park their bicycles in a safe place at work.

Some FMs were dead against making the provision of cycle parking a law, saying that it would be better left to an enlightened organisation to set its own rules.

The principle of having to make laws on cycle parking provision offended one Think Tank respondent. “We shouldn’t have to have laws on this,” she said.

“Maybe I work for an enlightened organisation, but surely companies that don’t make any provision for cycle parking are damned if cycle parking is what their work-force needs.”

Think Tank respondents suggested that more businesses will have little choice but to accommodate cycle parking: “We don’t question car park provision,” said one.

But, “cyclists need somewhere to park, as do car owners, and with the same caveat that an organisation has no liability for bicycles left on the property.”

“Facilities for securing bikes are

relatively simple to provide,” noted a non-cycling respondent. “But add-on facilities such as showers and dedicated changing facilities, which would not be so easy to provide for small companies, would need to have some form of ‘reasonableness’ attached to their provision.”

One FM was most concerned about the effect on his floors: “I don’t agree with allowing bikes to

NO (25%)

travel over carpeted surfaces.”

A soon-to-be-made law in San Francisco has a provision for the building owner or manager to charge for safe and secure cycle parking (see page 7).

The Tenant Bicycle Access in Existing Commercial Buildings Ordinance will give employees the right to have their employer and/ or building owner make allowances for parking bicycles.

Ten buildings, ten managers, one day

GETTY

DAVID ARMINAS newsdesk@fm-world.co.uk

FM World is seeking 10 Londonbased facilities managers to be interviewed as part of a live event on World FM Day, 28 June.

Celebrating London’s Olympic city status, the FM World editorial team aims to produce a video snapshot of the day through 10 short interviews with facilities managers across the capital. As part of this ‘marathon’ event, our team will arrive at a different site on each hour of the day to conduct short video interviews with each site’s facilities manager, asking three questions: ● What is top of your FM agenda right at this instant? ● What do you enjoy about being an FM in the Olympic capital? ● What’s your message to the world’s facilities managers?

These three-minute video interviews will be conducted in whatever part of the building the host FM prefers. As the day

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FM World is holding its own London Marathon on 28 June, World FM Day

progresses, each interview will be uploaded to the front page of the FM World website, with the editorial team alerting those who follow the magazine via email and social media channels. The FM World daily newsletter will also be published while the team is ‘on the road’.

After the day, all 10 interviews

will be edited into a 10-minute ‘time capsule’ video to be published to the FM World site.

Martin Read, managing editor at FM World, explains: “This will give a future secretary of state for facilities management something to look back on when researching those quaint times back in the early

21st century when FM still wasn’t recognised as the crucial enabler of British business that it clearly is.”

The final interviews of the day will take place with attendees at the BIFM Women in FM celebration of World FM Day, taking place at Westminster College’s Kingsway campus in Soho. However, the other nine interview ‘slots’ are available to willing participants. FM World is asking for readers based in London locations to propose their facility as one of the 10 visited.

All that’s needed is: 1) An FM willing to answer the questions on camera 2) A couple of power points so that the FM World team can recharge equipment while on site 3) Access to WiFi so that the video interviews can be uploaded.

To suggest your facility as one of our stops, please email your details to: editorial@fm-world.co.uk. The first interview will take place at 9am, then 10am, and so on. www.fm-world.co.uk

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ANALYSIS

Now could be a good time to start a business GRAEME DAVIES newsdesk@fm-world.co.uk

Starting a new business in uncertain economic times requires a huge dollop of faith, as well as a generous helping of luck and skilful management. But it can also be an ideal time to start a business.

Indeed, American investment legend John Templeton, who rose from humble roots to become a billionaire fund manager, is famous for saying that the best time to invest is “at the point of maximum pessimism”.

Few would argue that the past few years have been a time of considerable pessimism for the

UK economy. Indeed, we have now dipped back into recession and the weakness of our near neighbours in Europe coupled with the dampening effects of our own austerity policies are threatening to make recovery a long, drawn-out affair.

So why would anyone want to start a new business in this climate? Property management business Mapeley recently set up its own standalone FM business to take on a core contract with Her Majesty’s Revenue and Customs (see briefs, right). The HMRC contract is expected to form the basis of a wider FM business.

But the sector is fiercely competitive and there are some seriously large players to take on.

Indeed, the trend in the FM sector over the period since the financial crisis first took hold in 2008 has been one of consolidation; larger players have swallowed up smaller specialist businesses to add to their operations.

This greater clout and wider skills set typically makes it more difficult for smaller start-up businesses to grab market share, given the strength they are competing against. What gives Mapeley a chance is the fact its new business is based around what is already a good-sized contract (HMRC), which underpins the business and gives it confidence to go out and seek to win more work.

Investing in a start- up in such tough economic times is a risk, but there are plenty of reasons to take such a risk. First, governments are often very supportive of jobcreating businesses in such times and may offer incentives and

Contract wins

NEW BUSINESS Exeter Airport has awarded Mount Charles Group a £10 million solecatering contract, the first win in England for the Northern Ireland firm.

Mount Charles recently completed a £250,000 refurbishment of the airport’s catering facilities, which includes the roll-out of its Fed & Watered bistro brand.

Rotherham United Football Club has signed Lindley Venue Catering for a five-year, £6.1 million catering and events management contract at the club’s 12,000-seat ‘New York’ stadium, to be completed this summer. The stadium is being built on the site of a 12 | 17 MAY 2012 | FM WORLD

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former foundry that manufactured fire hydrants for New York City – hence the stadium’s name.

OCS has expanded its contract with Typhoo to provide office and factory cleaning for the company at Moreton, Merseyside. OCS began its relationship with Typhoo in 2006 with a contract to provide workwear.

Medirest has won a three-year contract worth £1.9 million a year for catering and support services at the new South Bristol NHS Community Hospital.

Medirest, part of the Compass Group, will deliver catering for patients, visitors

and staff, as well as cleaning, logistics, security, linen and laundry, waste management and mail-room services.

Europa will supply total FM to pharmaceutical company Eisai under a three-year deal. Services include cleaning, security, mechanical and electrical, reception, post, porterage, grounds maintenance, helpdesk and catering at Eisai’s European Knowledge Centre in Hatfield.

Mitie Total Security Management has won a contract to provide security services across Fujitsu’s more than 40 UK properties. Services include security personnel, key holding, alarm response, mobile patrols and remote monitoring.

Seasoned Events, part of the Crown Group, has been picked as preferred caterer for three London venues – the Louise Blouin Foundation, Fleming Collection gallery and Cable Nightclub.

Services include receptions, product launches, private parties and banquets.

support. Also, in such difficult times more people tend to be on the jobs market and building a team can be easier than in times of higher employment.

A new entrant to a market can also find itself competing against companies who are challenged and just trying to survive the downturn, which leaves them vulnerable to new competition.

But there are always risks with starting a new business. Funding is the biggest issue – bank lending is notoriously difficult to get hold of at the moment as banks that staggered through the financial crisis remain seriously compromised and are unwilling to take on any significant risk.

Equally, as in the case of Mapeley, if the new business is being bankrolled by a parent company, there is the vital question of how long the parent company should provide such funding and at what point the new business begins to become a drag on the parent company.

The risk is that the relationship between the companies can cloud judgement, leading to support being maintained for longer than healthy.

Also, when markets are tough, a new entrant that wants to build market share in the expectation of benefiting from an economic upturn is at risk of running lossleading contracts in an attempt to create a foothold. This can backfire if markets don’t pick up, or the economy slides back into recession.

Starting a new business at any time requires bravery – and especially in a downturn. But it can also be precisely the best time as the business can build up in a tough operating environment and benefit in the long run, unlike companies that start up in good times that are unable to survive when tough times come along.

Graeme Davies writes for Investors Chronicle www.fm-world.co.uk

10/5/12 17:16:29

ALAMY

Carillion reports a ‘solid’ start to 2012 Carillion’s support services business reports a “solid start” to 2012, on the back of the major 10-year Oxford County Council FM deal announced last month.

“Market conditions remain challenging, but we continue to have a strong order book and a record pipeline of contract opportunities,” said Chairman Philip Rogerson at the Carillion annual general meeting.

“Encouragingly, we are beginning to see the award of some of the larger, more complex local authority support services contracts that are designed to help these authorities deliver savings while maintaining

BUSINESS BRIEFS ‘Keepmoat’ brand remains

Oxfordshire deal boosts Carillion

good quality, value-for-money services,” he said.

The Oxfordshire County Council deal is worth up to £700 million over the initial 10-years, with an option for the contract to be extended for another 10 years.

Carillion will provide Oxfordshire with FM, routine property management, energy management and capital-works services.

Carillion has also appointed Capita Symonds as a consultant to deliver strategic asset management, estates management and multidisciplinary design services. It will also take on the council’s school catering business, Food with

Thought, and its in-house Quest Cleaning Services. More than 700 staff will transfer to Carillion.

Rogerson also said investments in Public Private Partnership projects are performing well, but where suitable Carillion “will continue our policy of selling equity investments in mature projects and reinvesting the proceeds in new projects”.

Despite the market conditions, Carillion remains “focused on our strategic objectives of growing support services and of doubling revenues in the Middle East and in Canada, in each case to around £1 billion, by 2015,” said Rogerson.

Interserve acquires welfare-to-work Interserve has acquired Business Employment Services Training (BEST), a provider of training and development for job-seekers and employers, for £17.5 million.

“The acquisition increases Interserve’s delivery of frontline services, particularly in the Department of Work and Pensions’ Work Programme, and forms part of the company’s strategic development as a key public service provider,” according to an Interserve statement.

BEST’s annual revenue is £17 million, which generates operating profit of £3 million.

Its gross assets are valued at £2 million, noted the statement.

Managing director Michelle Manson and operations director Andrea Cook will remain with the www.fm-world.co.uk

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HMP Durham

business following the transition.

BEST operates across South Yorkshire and West Yorkshire, an area whose 100,000 businesses employ around three million people. The unemployment rate stands at 8.7 per cent, similar to the national average.

The organisation delivers services in government-sponsored programmes. The majority of its business are related to the Work

Programme, which Interserve is already involved with through its Rehab Jobfit joint venture, involving contracts in Wales and the South-West.

As part of its central government outsourcing strategy, last month Interserve announced it had linked up with Durham Tees Valley Probation Trust to bid for running three prisons – HMP Durham, HMP Onley in Northamptonshire and HMP Wolds in Humberside.

If the bid is successful, the trust’s probation managers will join Interserve’s prison management team to lead integrated rehabilitation services.

The Ministry of Justice has put nine deals out to tender. Services include ‘payment-by-results’ schemes and electronic tagging.

‘Keepmoat’ will be the single brand following the merger earlier this year of Apollo and the Keepmoat Group. “One new, single brand known as ‘Keepmoat’ will unify and represent the merged businesses,” said a Keepmoat statement. Ian Sutcliffe, Keepmoat chief executive, also said the merged business could double its turnover from £1 billion to £2 billion within five years. The company employs around 3,500 people across the UK and provides new-build housing, funding and investment through third parties, regeneration and refurbishment as well as repairs and maintenance.

Salisbury FM set up Property management firm Mapeley has set up a stand-alone facilities business Salisbury FM, which has also taken on its HM Revenue and Customs contract for security, cleaning and hard and soft FM nationally. Mapeley, based in Guernsey, was established in 1999 specifically to bid for the contract to provide outsourced management to the HMRC. Mapeley took over 147 freehold properties and 454 leasehold properties.

New posts at BaxterStorey Contract caterer BaxterStorey has appointed John Bennett as co-chief executive alongside existing chief executive Noel Mahony. Bennett and Mahony have been with BaxterStorey for 20 years. In their new role, they will direct the firm’s expansion and report to chairman Alastair Storey. BaxterStorey has also promoted Mack Allan, Christine House and Dave Hawkes from the position of operator to regional director. Storey said the appointments are to ensure the company capitalises on regional opportunities.

FM WORLD | 17 MAY 2012 | 13

10/5/12 17:16:38

FM BUSINESS IN FOCUS

THE ISSUE Lease lengths are falling as Britain’s economy falters

THE INTERVIEWEE Jenny MacDonnell, director of research and policy at the British Council for Offices

ALAMY

Office politics Average lease lengths have dipped to under five years and could go lower, according to annual research from the British Property Federation. The drop is from around 6.7 years in pre-recession 2007.

It’s an uncertain time for property owners as well as occupiers, especially retailers.

Small- to medium-size retail businesses are feeling the heat as Britain’s economy continues to falter. But so are the larger players.

This month saw the failure of yet another high-street retailer previously thought impervious to Britain’s ailing economy.

The collapse of Clinton Cards, one of Britain’s largest greeting card chains, was yet another reminder that no retailer can afford to take its existence for granted.

Clinton Cards had more than 1,000 stores that will, in some form, come on to the market, as has happened after other retail businesses collapsed in the past few years. Woolworths, after 99 years in business, went to the wall in 2008 at the start of the credit crunch, leaving around 820 stores vacant.

More retail space could be freed up if outdoor specialist Blacks Leisure, fashion chain Peacocks, lingerie seller La Senza and video game retailer Game fail to find buyers.

Figures from the British Retail Consortium showed that the

14 | 17 MAY 2012 | FM WORLD

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wettest April on record dampened demand for summer fashion.

Retailers suffered their biggest sales falls for more than a year.

The future apparently looks bleak for occupiers in general and retailers in particular – and by association, property owners and managers of high-street shops.

Not necessarily so, says Jenny MacDonnell, director of research and policy at the British Council for Offices (BCO).

“Economic recessions are supposed to be a time of innovation,” says MacDonnell, who has been with the BCO for six years and was with the Royal Institution of Chartered Surveyors before that.

That’s not to downplay the tough situation for all retailers, large and small, she says.

“With the economic situation, all organisations are very, very careful about how they lock themselves into contracts. People are generally much more anxious about the length of contracts. The larger players will have more obvious

negotiating power when it comes to lease lengths and service charges.”

But the larger players, such as banks, financial institutions and major retailers, can’t up and leave their premises after only a few years as the smaller, more nimble retailers can.

And, notes MacDonnell, there is more space coming on to the market, for both small and large players. She points to recent research from Jones Lang LaSalle that estimates around 576,000 square metres (6.2 million square feet) of office space in London alone is coming up for lease breaks within the year.

Smaller businesses, including those within the retail sector, need a break and property owners need rents coming in, meaning more could be on the table for discussion, she says.

The necessity of keeping retail occupiers in place is most keenly felt at inner town and city shopping centres, according to the latest IPD UK Quarterly Property Index (IPD). Rents have fallen by nearly 6 per cent in the past two years,

threatening owners’ ability to maintain the centres to a level that would stop them becoming obsolete, the IPD noted.

If an occupier – in any sector – has been downsizing their workforces, it is likely to have unused or redundant space, says MacDonnell. What to do with this space could be up for discussion with property owners and managers. The cost of renovations to accommodate an occupier’s new needs could be an item on the table during a rent review or lease negotiation.

Many larger organisations will have dedicated property departments or people with experience in negotiating leases.

Especially now, smaller businesses should get sound advice on managing their leases and lease negotiations, says MacDonnell.

The BCO, in collaboration with other organisations, is looking to start research on service charges later this year.

David Arminas is FM World’s news editor

“SMALLER BUSINESSES, INCLUDING THOSE WITHIN THE RETAIL SECTOR, NEED A BREAK AND PROPERTY OWNERS NEED RENTS COMING IN, MEANING MORE COULD BE ON THE TABLE FOR DISCUSSION” www.fm-world.co.uk

10/5/12 18:13:18

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9/5/12 11:54:03

FM OPINION THE DIARY COLUMN ROGER AMOS

“HOT DESKING AND TOUCH-DOWN WORKING STARTS TO BECOME THE NORM RATHER THAN THE EXCEPTION”

Roger Amos is head of property and HR Shared Services at the London Borough of Ealing

WHERE F M MEET S I CT

CT has played a major part of our working lives for some time.

But given the economic climate and the pressure to be more efficient, aligning FM and ICT has never been more important

I

Here in Ealing, my colleagues in ICT are busy rolling out the next big thing – cloud computing. The traditional beige boxes are leaving our desks (apart for ones running specialist software applications) to be replaced by a box not bigger than a router that nearly all of us have somewhere in our homes. If that’s not enough to excite us, then we also have the new secure global desktop, which means that for a very reasonable cost per user, one can recreate their desktop,

including access to personal and shared drives – not to mention internal software applications – when working from home or indeed anywhere with an internet connection.

So what about FM? Well here is a good example – the other bane of my life is printing. In Ealing, we went to a lot of trouble to remove almost all of the printers from the ends of desks and replace them with multi functioning devices in the service points on each floor. This

works really well until individuals decide to print a small rainforest worth of paper in full Technicolour for a presentation they are doing.

The problem being of course is that the machines are that good that it negates the need for the user to send it to the designated reprographics team.

We are changing this, but again, it is totally reliant on our ICT friends to help us make this happen as in order to regulate print volume, default to lock print, duplex and mono requires a key piece of software to be installed correctly.

Aligning these strategies opens up so many possibilities – the thin client will save a fortune in energy costs for a start. Then there is the need for FM to really champion the clear desk policy so that hot desking and touch down working

starts to become the norm rather than the exception. If this policy can be adopted robustly then what is to stop the FM teams from clearing and disposing of anything left at the end of each day if the desk is designated as a ‘hot desk’? That would soon focus the mind of those who choose to continue to apply the ‘possession is nine-tenths of the law’ rule in the workplace.

If FM can play its part in providing this more dynamic solution in the office, this really opens the door for a significant amount to be saved in terms of office space rationalisation – not just creating assets for disposal but, as we are also trialling here in Ealing, the opportunity for shared office space with other organisations or agencies. FM

BEST OF THE WEB Views and comments from across the web BIFM LinkedIn group: How much emphasis do you place on learning and development in your FM business? Adam Doohan: it is a must to develop learning within FM on a number of fronts. Making the environment a safer place for all who come through the doors, good customer services in respect of understanding the customers’ needs and having good technical working practices in place, which allow 16 | 17 MAY 2012 | FM WORLD

Opinion.sr.indd 12

continuous improvement.

BIFM LinkedIn group: With reduced student applications and places being cut, why is the University Sector the latest ‘honey pot’ for the construction and FM sector? Anne Lennox-Martin: With increased competition for international students, who attract additional funding to university coffers, the drive towards academic excellence will need to go hand in hand

with modern, well-run facilities coupled with great service. There will always be affordability issues, but the reputation of UK universities as among the best in the world is helping to encourage growth in this sector of the economy.

BIFM LinkedIn group: What does FM consist of on a day-to-day basis?

Engin Tasdelen: Ensuring the infrastructure and support services are available to my client to

enable them to carry out their business.

Peter Watts: Each day, my role involves planning, reacting, anticipating, responding, reporting, consolidating and developing.

Roger Myatt-Turner: As an FM you have to a be a jack of all trades and a master of none. You have to be reactive and proactive to every event, and most of all try not to book up your whole day as it will change constantly.

Silvie McDonough: Personally, I feel the role of FM is vast and complex – it will be dependent on contract-specific requirements. Being a jack of all trades leads people to believe we have no skills – we all do, we just need to communicate these to our clients’ business partners and colleagues. Given the FM industry is growing, service delivery and communications skills are essential – other skills can be learned or outsourced. www.fm-world.co.uk

10/5/12 17:57:09

You can follow us at twitter.com/FM_World facebook.com/FMWorldMagazine

BEST OF THE

FMWORLD BLOGS Just how well do you communicate today?

John Bowen, FM consultant In recent years, we have begun to rely on emails, voicemail and text messages as primary methods of communication as we seek that immediacy of communication. Like myself, you probably know people who run more than one mobile phone (maybe you do yourself?) and can’t bear to be out of touch.

We seem to have developed an insatiable appetite for instant contact, but without any thought of the consequences.

When you make a call, you can never tell at that moment what the other person is doing, but, before mobiles, you’d ring them and if they weren’t available, you could probably just leave a message. Business calls would be made from the comfort and, relatively speaking, private surroundings of your desk.

You still don’t know what the other person is doing when you call their mobile number, but these days they could be anywhere and it is very possible that they will not be somewhere when they can have sufficient privacy to hold a business call. Last week on the train back from London, a guy sat down across the aisle from me and called his office. I could not only hear him, but also about two thirds of what the person he was calling was saying as he had his phone on speaker. He proceeded to give a run down on the meeting that he had been to and discussed the client concerned in the most derogatory terms, completely oblivious of his surroundings and the fact that there were at least three guys in suits sat within earshot, any of whom might have had an interest in what was being said. We three all now know who he is, who he works for, what they do, who one of his clients is and what they do, the names and job titles of some of their team and more besides.

What intrigues me is why all this indiscretion goes on because there was nothing that this guy said that couldn’t have waited until he got into the office the next morning, so why make a public exhibition of himself and his company? Is it simply because a mobile phone allows such immediate communication that makes an apparently intelligent person behave so irresponsibly? And I do mean irresponsible. For, while I can’t speak for the other two guys, I would be very reluctant to use this company.

Being overheard is not the only problem from use of all this technology. Aside from all of the security issues over mobile phone and internet connections, there is the general fact that all of these things are only push technology. We tend to regard something as done if we’ve sent an email or text, or left a voicemail. The onus has been passed to the other party to respond, but when will they be able to do so? I was listening to a pitch the other week where the security system supplier talked about any incident triggering an SMS message so that there could be an immediate response. The obvious truth is that there might be a response soon after the time taken to transmit, receive and read the message, but you can’t rely on that because the reaction requires the other person being able to respond at that moment.

Communication may be quicker than it used to be, but we need to remember that communication is still two way and all of the technology we have available is just a tool to help that. Like all tools, they need to be used wisely or they will fail you – and maybe even hurt you.

More interesting blogs: Dave Timms: The Green Deal will not be enough to drive energy efficiency measures bit.ly/I8BO1Jefficiency-timms/

www.fm-world.co.uk

Opinion.sr.indd 13

FIVE MINUTES WITH NAME: Marilyn Standley JOB TITLE: Facilities management consultant

There are so many changes going on at the moment that are influencing FM services for the future, it’s hard to pick just one. The major challenges are around embracing the sustainability agenda – not simply around energy saving, but green travel plans and developing healthier workplaces. It is also around the need to work increasingly closer with the IT support service because it’s not just about the building any more.

I believe FMs should be the go-to people for workplace change projects because they need to see beyond the end of the project, to maintain and evolve the change process as the business changes.

Often, such projects have a lot of management focus because they change the workplace and operating culture from one status to another in a very notable way – such as moving into a new building.

When the project is over, the additional resources disappear or move on to other change projects. It’s the FM team that has to keep the change process alive as the business continues to evolve, often with less financial resource than before. Right now, I am working with Andrew Mawson and his team at AWA. We are establishing a network of interested senior individuals who want to explore the challenge of delivering ongoing support to continue the process of evolving the workplace in a ‘workplace management performance improvement network’.

FMs have often lacked a clear voice when engaging with other longer established professionals. There are some great opportunities opening up for us now – around participating in the development of BIM for example, where the information we have about building performance in use is pivotal. In the workplace itself we need to demonstrate that we can think ahead of our customer’s requirements.

FM WORLD | 17 MAY 2012 | 17

10/5/12 17:57:22

FM CASE STUDY LEND LEASE MARTIN READ

SIZE OF 20 TRITON STREET SITE: 23,225 SQUARE METRES (250,000 SQUARE FEET) OCCUPANCY OF CASE STUDY BUSINESS: 7,340 METRES CONSTRUCTION & PROJECT MANAGEMENT: LEND LEASE CAPACITY OF RAINWATER HARVESTING UNIT: 2,400,000 LITRES CONSTRUCTION WASTE DIVERTED FROM LANDFILL: 85%+ SIZE OF ‘GREEN ROOF’: 2,500 METRES (27,000 SQ.FT) AMOUNT OF TIMBER FROM SUSTAINABLE SOURCES: 100% TOTAL MATERIALS FROM RE-USED OR RECYCLED SOURCES: 25%

Lend Lease’s new office at Regent’s Place in London is a sustainability showcase that also promotes transparency – quite literally.

Martin Read reports

PHOTOGRAPHY: SAM KESTEVEN

GREEN HOUSE

18 | 17 MAY 2012 | FM WORLD

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www.fm-world.co.uk

10/5/12 17:52:19

LEND LEASE

ompanies must start justifying their worth to society, with greater emphasis placed on environmental and social impact rather than straight economics.”

So said Dick Dusseldorp, founder of Lend Lease. When did he say this? Was it at some time over the past decade, as the concept of sustainability has become so embedded in company thinking?

No. In fact, his comment was made way back in 1973. Yet today, four decades later, the company’s new London office development almost seems designed as a testimony to how this attitude to sustainability has strengthened over time.

Lend Lease operates in more than 30 countries, employing 7,500 people. The organisation sees itself not just as a separate construction or development company, but as the operator of a unique integrated construction model. The company claims to be the largest developer in London, with major projects underway in Elephant & Castle, Greenwich peninsula and the Olympic Park, where it is currently finishing the athlete’s village, which it will retro-fit into homes and 370,000 square metres (four million square foot) of commercial space after the games.

In November last year, the construction and property

“C

www.fm-world.co.uk

18-22 Lend lease.sr.indd 21

Vast open atria and glass walled offices give staff an insight into all the company’s workings, while plants filter the air to promote productivity and wellbeing

management company took staff from its two separate London offices and brought them together into the new Regent’s Place development. 20 Triton Square replaced a central London office in Grosvenor Square and another in Harrow, Middlesex.

20 Triton Square was constructed by Lend Lease in partnership with British Land.

(The Regent’s Square complex continues to develop and on our

visit, Lend Lease construction teams continued their work just metres from their company’s new UK headquarters.) Lend Lease itself occupies four of the 10 floors of the building.

Given the building’s showcase status, it’s perhaps no surprise that the company should pull out all the stops to produce an exemplar of current sustainability thinking.

What might cause people to stop and think is the nature and extent of this work. For example, the company won a ‘Green Apple’ Silver Award for the use of a low carbon concrete mix in the building’s construction, reducing embodied carbon by up to 5,000 tonnes. It boasts a BREEAM ‘Excellent’ rating for environmental performance and EPC ‘B’ rating. It’s been designed to be over 30 per cent more energy efficient than current standards through greater air tightness and heat recovery, high-performance glazing, motion and daylight sensors, electronic energy monitoring and photovoltaic panels.

100 per cent of the timber used in the building’s construction came from Forestry Standards Commission (FSC) certified sustainable sources, with 25 per cent of all materials coming from re-used or recycled sources – pretty impressive figures. Perhaps most impressive, FM WORLD | 17 MAY 2012 | 19

10/5/12 17:52:34

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10/5/12 18:47:01

FM CASE STUDY LEND LEASE MARTIN READ

however, is just how much the design meets both aspects of sustainability espoused

by Dick Dusseldorp all those years ago – environmental and social. As our tour progresses, Duncan Young, Lend Lease’s head of sustainability, quickly switches between both the environmental and social aspects of the building’s sustainable design. We learn, for instance, that some of the wooden floor surfaces came from century-old French railway carriages, then immediately afterwards switch to the ‘theme of transparency’ that runs steadily upwards across the office floors.

“Transparency runs upwards throughout the building,” says Young. “We know that people learn through transparency. In the old days we used to learn by reading text books, but today we learn more from observing people. In a resource-constrained environment, we can’t send everybody off for training so we want people to learn on the job.

If you have an open, transparent environment where people can more easily interact and see what’s going on, you get to understand what people do.”

As we walk through the building, there are numerous panels allowing people to look in and see what’s going on in a particular workspace. As you go up, the number of such opportunities increases. From the corridors you can look across the atrium space to see people at work. The effect is one of seeing the business of Lend Lease effectively animated in front of you.

The breakout areas look and feel extremely comfortable, evoking the feel of a high-quality hotel. Different spaces have been designed for different levels of interaction.

“We didn’t just dream this stuff up overnight,” says Young. “We www.fm-world.co.uk

18-22 Lend lease.sr.indd 23

“If you have an open, transparent environment where people can easily interact and see what’s going on, you get to understand what people do” conducted two global surveys, in 2009 and 2011, from which we developed a set of key themes about what employees wanted from their offices.”

A 75 per cent response rate from what was then a 13,000 employee base (prior to the incorporation of the Bovis business) is an extraordinary response and it’s from there that the common cry for “openness and transparency” came. “We set up working groups to investigate, asking people what they meant by ‘openness and transparency’” Among the various workspaces

are 62 meeting rooms, 30 breakout spaces and 500 desks, all for 500 employees. That may seem like overkill, but is in fact part of the business’s plan to be able to increase the workforce, when needed, to 600. (“We didn’t want to be scrabbling around for more space. The one-toone desking we have today is expandable,” explains Young.)

All of 20 Triton Square’s meeting rooms are IT enabled, with walls that can be written on; document cameras capture the writing and the results are sent straight to the user’s laptop.

Most of the phones allow for audio conferencing, part of Lend Lease’s policy to reduce employee travel and to ensure better interactions. There also are five high-definition teleconference rooms on site.

Frond feelings Indoor air quality is improved through the use of 4,000 Sansevieria Trifasciata plants.

Says Young: “In the good old days, plant-hire companies would make money from providing

plants to corporates; three months later they’d be ripped out and replaced. These plants are here for the long haul. They have green shoots and need pruning.

We know the plants will survive and that they filter out volatile organic compounds from the air.”

The only green building standard that acknowledges the health-giving impact of plants, the Australian Green Star, stipulates two plants per worker. Lend Lease has opted for a ratio of eight Sansevierias for each employee. “We based that decision on the body of emerging evidence that suggests that having low chemical environments and filters for your working environment increase occupant health and productivity,” says Young.

There’s also an organisational aspect – by having plants on all surfaces, staff are prevented from putting their stuff on it; it’s actually quite neat looking.

This focus on staff wellbeing also manifests itself in the provision of comprehensive cycling facilities (for more on FM WORLD | 17 MAY 2012 | 21

10/5/12 17:53:16

FM CASE STUDY LEND LEASE MARTIN READ

“We know for certain that our business will change over time, so there’s flexibility inherent in the building to make it a success when we adapt it in future”

this, see our 3 May edition).

The company’s provision of showers, changing facilities and complementary towels results from research suggesting that people who are regular cyclists are healthier, taking one less sick day per year. “If you provide good facilities, a change in habits will follow,” says Young. “We’re trying to subtly influence how people think, not only at work but at home.”

As well as more predictable initiatives such as followme printing, Young is keen to nurture an attitude to sustainability among staff through an ‘interpretive learning trail’ that explains the various initiatives in place. There’s a staff garden situated just outside the

breakfast area that is managed by a team of volunteer staff.

There’s also a green fingers and biodiversity club to engage people further with what the company believes are the largest habitat walls in any commercial building in the UK. This is some project: staff will log flowers as they come up and there’ll be prizes for the first flower from particular species. As plants come into flower, insects will start to arrive and these too will be logged. There’s a threeyear project with scientists to continue a dialogue.

“We know that business thrives on the transfer of information and that internal email is pretty old hat, so we’ve built in what we call a ‘bump

25th-26th June 2012 Heythrop Park, Oxfordshire

factor’, where people can be encouraged to bump into each other. We do that in several ways, one of which is that we’ve punched staircases through the building to allow people to bump into each other.

And then there’s the breakfast bar area, where staff are encouraged to congregate with the promise of free breakfasts.

“We encourage people to stay and transfer knowledge here,” says Young. “We’re making it easier for staff to build relationships in a business that before was quite siloed.”

Future focus Young, together with Lend Lease general manager Claudia Bastiani, emphasises a key aspect of the Triton Square fit-out that they believe will set it apart as the years roll on.

“We know for certain that our business will change over time, so there’s flexibility inherent in this building to make it a success when we need to adapt it in future,” says Bastiani.

“All too many companies do a great fit-out and then they leave it at that. Go back six months later and it’s a complete mess.

Here, we realise that this fits us now, but might not do in two years when we may be involved

in other projects. We’re now having a constant dialogue about how the space is used.

“My job until November was all about managing the move,” says Bastiani. “Now it’s about the strategy we have that determines how we occupy the space. We’re measuring how people are using the space through the Condeco room booking system, which tells us how many spaces are being used. Lots of culture change has naturally occurred – which means much more interaction, and adaptation to the way people have chosen to work.

“As well as measuring interactions through an analysis of our Condeco system, we’re also in routine dialogue with business unit leaders and managers. Just this week, for example, we’re carrying out an observational audit of how each desk and space is occupied.”

With more research on user interactions coming from the company’s Sydney and Melbourne offices, it will be interesting to watch the Triton Square office develop over time.

The idea of a building that adapts organically to change within the business is not necessarily new, but the approach adopted by Lend Lease has all the hallmarks of a successful policy. FM

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22 | 17 MAY 2012 | FM WORLD

18-22 Lend lease.sr.indd 24

www.fm-world.co.uk

10/5/12 17:56:20

Advertisement feature

UK Gutter Maintenance Paul and Kathy Blair, husband and wife and co-owners of UK Gutter Maintenance Ltd were delighted when the opportunity presented itself in the Spring of 2008 to form their own specialist gutter cleaning company and have never looked back since. Despite the economic doom and gloom theirs is a true success story.

Between them the couple have over forty years experience working within specialised service industries, over ten of which have been dedicated to gutter cleaning activities.

Both Paul and Kathy have a passionate belief in what their company stands for and a refreshingly uncomplicated common sense approach to managing their business. Their work ethic is based on teamwork and by placing a greater reliance and responsibility on those who work with them they have succeeded in achieving a consistently high and personal level of service that they believe is unrivalled in the industry.

Kathy Blair Managing Director says “in an industry where the end product invariably cannot be seen it is of paramount importance that clients have confidence in the company they choose to employ. We instil that confidence and trust by focusing on all aspects of our performance. With our teams’ combined and varied knowledge we have a unique understanding and empathy with what our clients expect from us and are committed to meeting those expectations by ensuring that all jobs are done properly and to the complete satisfaction of our customers”.

Placing utmost importance on Health and Safety the couple chose to appoint a Health and Safety Manager, Mr Martin Young whose sole responsibility is to ensure that all works are undertaken in a safe manner. Martin has had a long and varied career, primarily within the engineering sector and five years ago took the decision to obtain a NEBOSH qualification and focus on Health and Safety. Martin’s particular expertise lies in working at height and he has proven to be an invaluable asset to the company.

after digital photographs of all works are always provided together with reports upon on any major defects found or areas of concern.

for our national clients and work for several national help desks on a call-out basis.. This is proving to be an invaluable service and as far as we are aware UK Gutter Maintenance Ltd is the only company in the UK offering this type of service on such a major scale.

Due to the nature of these types of works, in most cases leaks are experienced inside the building and temporary repairs are required to prevent a further ingress of water. Inevitably we find that these leaks are not necessarily a gutter maintenance problem but could also be caused by defective areas on the roofs.

In some instances the gutter and roof defects we encounter need a permanent long term solution. This has resulted in our gutter cleaning service and skills extending to incorporate the treatment of leaking joints and badly corroded gutters as well as undertaking full roofing and skylight repairs, including the treatment of cut edge corrosion.

Consequently over the years our experience and expertise has evolved which now enables us to offer a complete gutter and roof maintenance service. This gives the Company the distinct commercial advantage of being able to offer a truly complete package.

A flexible and complete service

All teams are supplied with liveried 16.5 m boom vans as a standard piece of access equipment and are fully equipped with specialist safety equipment, particularly for undertaking works on fragile roofs or where skylights are present.

Additional equipment is resourced to suit each individual task and the appropriate team members are deployed to deliver a bespoke service to clients’ individual requirements.

Kathy Blair states “The structure and flexibility of UK Gutter Maintenance means that we are able to work throughout the country in just about any location, at relatively short notice.

We also offer an emergency call-out service

Communication is seen as key to the company’s ongoing success and clients are kept fully informed of progress before, during and upon completion of works. Before and

Wherever possible, should there be any minor defects found these are carried out before leaving the site.

Paul Blair states that “our clients acknowledge that this procedure is very effective and the provision of photographs is the only way that they can actually see that the work has been carried out. Unfortunately in our industry there are too many people that do not do the work they have been brought in to do. There have been many occasions when we have surveyed a job only to find that the company last employed to do the gutter clean or repair work had not done it properly, if at all”.

UK Gutter Maintenance Ltd has a reputation for honesty and trustworthiness and an ever growing and loyal client list with household names such as Interserve FM, FES FM, Facilities Services Group, ATS Euromaster, Carpetright, Topps Tiles, C Brewers & sons and The Open University to name but a few.

Kathy says “we are in the enviable position of clients actually wanting UK Gutter Maintenance Ltd to work for them. We have never been busier and for Paul and I owning our own company and being in control of our own destiny is the best thing that could have happened to us. Our business has been built on client relationships and our motivation and success lies in the fact that we personally know the majority of people we work for and for whom we deliver a high level of service which represents value for money, professionally, efficiently and safely”.

Services – Overview

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Major planned preventative maintenance (PPM) gutter cleaning contracts Fast reliable call-outs for national help desks

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Gutter maintenance and repair works Gutter waterproofing treatments (up to 15 year guarantee)

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Siphonic system repairs and installations Roof and sky light repairs/replacements Re-testing of safety wire systems

For further information please contact us on Tel: 01748 835454FMor visit our web-site: WORLD | 17 MAY 2012 | 15

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9/5/12 11:55:25 17/4/12 16:40:55

FM FEATURE CLEANING ANNE LENNOX-MARTIN

ow do you know that the cleaning operatives or housekeepers employed through a third party to work on your site are sufficiently competent to achieve the desired standard?

With output specifications considered best practice by most FM procurement specialists, does it even matter? Is it an internal matter for bidders or is some external validation required to assess an organisation’s credibility in the marketplace?

For 50 years, the British Institute of Cleaning Science (BICSc) has set professional cleaning standards and developed cleaning training courses that are then delivered by accredited training providers. Nevertheless, many facilities managers still believe that BICSc is a provider of training services, not the body aiming to maintain recognised standards in the cleaning industry.

Indeed, even within the institute, some corporate members are not sure of its purpose.

Throughout the relatively short lifetime of FM, the phrase “trained to BICSc standards” has been used as both a client requirement and a cleaning company’s claim as a standard. It now appears that the phrase has been used even when no BICSc individual accreditation has been sought or awarded to those who undertook the institute’s Cleaning Operative Proficiency Certificate Stages 1/2 and 3 training. Now, with the advent of new courses in the Cleaning Professional’s Skills Suite (CPSS), BICSc is looking to tighten up on its accreditation procedures and the use of its brand.

H

POLISH YOUR SKILLS 24 | 17 MAY 2012 | FM WORLD

24_27 cleaning.sr.indd 24

ILLUSTRATION: MARCUS BUTT

Are BICSc cleaning standards truly valued by FM service providers? Anne Lennox-Martin looks at how the institute has had to adapt to protect the value of its accreditation scheme

A widespread issue BICSc chief executive Stan Atkins believes that no one knows how many people are employed as cleaning operatives in the UK. Estimates based on official figures for commercial cleaning suggest the figure is anywhere between 800,000 and one million operatives employed at any one time on 15 hours or more of work a week.

Historically, BICSc has issued between 20,000 and 25,000 individual Cleaning Operative Proficiency Course (COPC) certificates a year, but as these are one-off certificates, the institute cannot say what percentage of the workforce is currently accredited.

Karen Waterlow, specialist adviser, FM & Cleaning Services at sector skills organisation Asset Skills sympathises with the institute.

“The accreditation process is an opportunity that’s been missed by many in the cleaning sector,” says Waterlow. “The widespread perception in the population at large and in government, that cleaning skills and training is not of great value, has long been a source of frustration for those providing the service. Accredited training should be a key element in changing perceptions of the cleaning industry.” www.fm-world.co.uk

10/5/12 18:13:50

24_27 cleaning.sr.indd 25

10/5/12 18:14:02

FM FEATURE ANNE LENNOX-MARTIN

Until now, BICSc has not had any process in place to monitor its standards. This has led to confusion and, in some cases, deception in the way the BICSc standard has been claimed by some cleaning companies to impress clients and win business.

Equally, it has until now been possible to be trained and assessed by accredited BICSc assessors yet not receive individual recognition through certification.

Thus, some companies have been able to claim that staff are ‘trained to BICSc standards’, when in fact the courses they have been on were not accredited

by BICSc at all, just run on similar lines.

There are several reasons for this. Atkins confesses to a lack of foresight within the institute, but the principal reason has been the cost to the cleaning company of accrediting its BICSc assessors and obtaining individual certificates for its operatives when they reach the required standard.

With such a focus on margins, clients will take any opportunity to save on cost once business has been won – and training costs have always been a savings target.

If a cleaning service provider could claim it was meeting BICSc standards without the evidence of this claim actively policed, it’s perhaps not surprising that some will have taken advantage of the lack of client understanding and the absence of a sufficiently robust BICSc process. Some cleaning companies have also seen BICSc as an overly bureaucratic organisation, something Atkins is addressing through the development of more streamlined administrative procedures to make accreditation a smoother process.

However, Julie Kortens, head of facilities management at Channel 4 is keen to underline the importance cleaning standards should play in the selection of a cleaning service provider. “We have recently been out to tender on a TFM solution and cleaning was obviously an integral part of the process,” says Kortens. “We were keen to work with a service partner who took training seriously, so recognised standards such as NVQs and the BICSc Operative Proficiency Levels were key to this.”

Drawbacks The main drawback for employers in using BICSc training products is that not all of the courses are on the Qualifications and Credit Framework (QCF) and thus do not attract government funding.

The institute has only one qualification on the framework – the BICSc Level 1 Certificate in Cleaning. Karen Waterlow believes the current system is flawed, describing the QCF requirement as a “one-size fits all approach, not always the most appropriate starting level in cleaning”.

City & Guilds has an NVQ in cleaning at Levels 1, 26 | 17 MAY 2012 | FM WORLD

24_27 cleaning.sr.indd 26

2 and 3, while there are apprenticeships available, for example, in periodic cleaning and window cleaning. Some further education colleges attract funding by adding literacy to the core cleaning training, while some providers go as far as claiming that “our training is based on BICSc” – potentially infringing BICSc’s intellectual property rights.

Commercial advantage Many major FM companies that include cleaning in their service offerings have developed their own academies and training standards – but these have no external third-party validation.

Atkins says that BICSc would not seek to place its new CPSS courses on the QCF, as this would restrict the model that BICSc has developed and dilute the training requirement of the accreditation.

He knows that there are routes to training other than BICSc courses and that the commercial advantage gained by any cleaning employer using the BICSc accreditation cannot be measured without appropriate research.

FM clients may use BICSc to validate that their chosen cleaning providers are doing what they promised in their bid, but if that’s the requirement then it’s important that the procedure is followed.

In one example, a client took on a contract in which the provider had committed to training all its existing and new staff to COPC Level 1 in the first six months. When it requested validation that this had happened, BICSc was unable to do so because it had no record of the attendees. This led to the client’s legal team becoming involved and a flurry of certificate requests from the provider to demonstrate compliance to the contract www.fm-world.co.uk

10/5/12 18:14:14

CLEANING

as a minimum standard, with the appropriate skills needed for their role certificated by BICSc?

The way forward

requirement. A significant embarrassment could have been avoided by the provider if it had followed the normal accreditation process.

Marilyn Standley, the first chair of the BIFM, believes that BICSc has a role to play in the same way as BIFM has developed qualifications for our sector. “I recognise that standards are a great help to clients and procurement specialists in assessing quality,” says Standley. “The drive to give cleaning operatives the London Living Wage becomes credible if clients can be assured that their cleaning staff have been professionally trained and can demonstrate competence through BICSc accreditation. I would like to see more research carried out into the risks of employing untrained staff and the benefits of accredited training on issues such as improved retention.”

For Atkins, the true benefits are for the cleaning operative who acquires a transferable recognised qualification and becomes more productive, thus raising morale. Multiply this by the team and there is an impact on the quality and cost of the cleaning operation.

What’s in a name?

Historically, the BICSc ‘brand’ has been synonymous with best practice in the cleaning industry. But the wider implications of how it was being applied are not fully understood. Do professional FMs believe BICSc has an important role in maintaining and improving standards in the cleaning industry and are we prepared to pay for the training and accreditation required from the employer? Is the way forward for FMs, as client representatives, to require cleaning operatives to achieve the CPSS MU qualification www.fm-world.co.uk

24_27 cleaning.sr.indd 27

For the past 18 months, BICSc has been setting up a more stringent but flexible training model that it calls the Cleaning Professionals Skills Suite (CPSS).

This has seen the development of three mandatory units and a further 25 core cleaning skills – a menu for each cleaning operative’s employer to select what they need in the workplace.

In return for passing the assessment for the mandatory units, a candidate becomes an individual member of the institute at the PBICSc grade (Practitioner) and receives a personal MU card, valid for three years, confirming the mandatory units gained in the suite. Core to the new focus on robust accreditation and protection of BICSc’ IIP and brand is the role of the verifier, who is now directly employed by BICSc to monitor and review standards, rather than freelance moderators who were used in a system that was open to poor control and even abuse in a minority of cases. Andrew Large, chief executive of the Cleaning and Support Services Association (CSSA) supports the steps being taken by BICSc. “The CSSA promotes a professional cleaning industry, and robust qualification in key skills are at its heart.”

“BICSc ensures best practice and safe practices of work. It can be the first step towards ensuring a well-trained workforce”

Training to win This training is carried out under licence by assessors employed by an Authorised Training Provider (ATP) or Authorised Training Organisation (ATO). These assessors receive an audit review by a BICSc verifier at a minimum every two years, and routinely every year. Failure to present for an audit within the two year period will lead to the individual assessor licence being revoked. The assessors provide individual refresher training and audit so that cleaning operatives can apply for a new card and three years membership when it becomes due. Doug Cooke, chief executive of Principle Cleaning Services, is firmly behind BICSc and encourages those FMs yet to be persuaded to see the light: “BICSc ensures best practice and safe practices of work. It can be the first step towards ensuring a well-trained workforce, providing the first stage to those wanting to have a career in the cleaning industry. That should be an aim for any cleaning company.”

BICSc verifiers will also check that its assessors are applying for the individual certificates that create the audit trail to demonstrate that the operatives are competent in the skills they have trained and been accredited to.

With new organisational processes, BICSc believes that it is at last ready to offer the robust accreditation the cleaning industry deserves. FM FM WORLD | 17 MAY 2012 | 27

10/5/12 18:14:26

FM WORLD INTERVIEW BERNARD WILLIAMS

BARRY VARCOE

THEHISTORYOF

FM

Barry Varcoe: When did you first hear about FM? Bernard Williams: I set up a practice in 1970 to break away from the traditional quantity surveying work I’d been doing – I wanted to move into building and development economics.

I met Frank Duffy and John Worthington, who had got into the interior fit-out market in a big way and brought me in to help with financial appraisals.

As a result of that, we started getting closer with the people who were managing this aspect of businesses. They didn’t know it then, but they were the early facilities managers.

When Frank set up Facilities magazine, he asked me to write a regular column on building running costs. This led to another series, this time double-page articles, which my colleague Andrew Hayman and I sat down to write each month, undertaking our own research on things like the costs of security, maintenance and cleaning.

We learned enough about the topics to use the data for benchmarking purposes and through that process, we got into contact with facilities managers in quite a big way.

BV: For me, one of the biggest breakthroughs was your book Premises Audit. Did that come out of the work you were doing for Facilities?

BW: It did. They decided they wanted to publish that series of articles as a book and we added some extra material. That’s how Premises Audit came about.

It was quite successful, but I 28 | 17 MAY 2012 | FM WORLD

History of FM.sr.indd 28

decided after that I’d like to do a different version of it, which became Facilities Economics – all 840 pages of it! It started out as an upgrade of Premises Audit but quickly turned into everything I knew about the subject.

BV: Premises Audit was a publication known among the inner circle, but Facilities Economics took the subject to a much wider audience. It became almost a standard text for students. That must have been quite an interesting time for you.

BW: It was, and it allowed me to take what I had originally specialised in, building economics, and add in the facilities aspect. So eventually we were talking about the whole spectrum, from inception to

JUST WILLIAMS In the beginning it came down to Bernard Williams’ seminal texts to help define the nascent facilities management sector in the 1970s. Here, as part of our History of FM series, he talks to fellow FM consultant Barry Varcoe about his career Photography: Sam Kesteven www.fm-world.co.uk

10/5/12 14:07:40

Varcoe (right): “For me, one of the biggest breakthroughs was Premises Audit”

CAREER FILE

Pioneer’s progress

“WE THOUGHT THAT FMS SHOULD UNDERSTAND ABOUT PROPERTY VALUATION AND DEVELOPMENT VALUES” completion – the whole lifecycle.

In Facilities Economics we included material we felt was relevant, such as development appraisal. We thought FMs should understand about property valuation and development values, as well as all the soft services such as stationery and reprographics, which no one had considered to be part of facilities before. It was very formative for everyone who was involved at the time.

BV: Having done an economics degree, what interested me was that the very reason you invested and built the asset in the first place – to use it – was missing.

Your pioneering work around premises audits really opened up that area.

BW: When I qualified as a www.fm-world.co.uk

History of FM.sr.indd 29

quantity surveyor there was nothing in the syllabus to do with running costs or whole life costs at all. But the syllabus update occurred just at the time when I was able to teach it at South Bank Polytechnic. The new syllabus had a significant element on development appraisal, albeit all very theoretical — and to teach it I had to learn it for the first time.

There was a book from a Dr Stone in the 1960s called Cost In Use, which sat on the shelves gathering dust and only came out when people were brushing up for their examinations. But when we produced Premises Audit we started to look at all these lifetime costs and discounted cash flow issues, and started to put that into practice. Then, suddenly, along comes PFI.

NAME: Bernard Williams EDUCATION: St Joseph’s Academy, Blackheath; Regent Street Polytechnic (now University of Westminster) QUALIFICATIONS: BSc, FRICS, Professor AWARDS: Top 20 Pioneers of FM - BIFM 2008; Top 4 Quantity Surveyors at the Forefront of a Changing Profession – Building journal 1984 CAREER: 2009 – present: Visiting professor at Centre for Facilities management and Development, Sheffield Hallam University 2003 – present: Consultant at Bernard Williams Associates (BWA) 1970 – present: Managing director for International Facilities and Property Information (until 2002 Building Economics Bureau) 1969 – 2003: Founder and senior partner Bernard Williams Associates (BWA) 1963 – 1969: Associate Dearle & Henderson – Chartered Quantity Surveyors 1961 – 1963: Senior quantity surveyor Fulham Council Architects Department

FM WORLD | 17 MAY 2012 | 29

10/5/12 14:08:08

FM WORLD INTERVIEW BERNARD WILLIAMS

BARRY VARCOE

Whereas before there had been no interest in the running costs of buildings, when PFI came along people had a reason to look at whole life costs. That’s when the whole thing took on a life of its own and that’s when I started to get really interested in how you would manage that process during the design stage – a lot of what I do is now in that field.

BV: When did you feel that FM was a market for Bernard Williams Associates (BWA); a sustainable element, and not just an interesting bolt-on?

BW: We decided to structure BWA into three divisions: project consultancy, cost consultancy and facilities consultancy. My ambition was that the senior people in BWA would have the ability to offer advice in all those areas. Although important to offer this wide spectrum, we had to portray it as three separate divisions because there were clients who wouldn’t understand that financial advice could be offered in all those three areas.

BV: One of the challenges today is understanding the facilities economics involved in the much more fluid nature of the office, which is becoming not just a production shop but a community hub. The economics stuff is still valid, but there’s an additional dimension that needs to be brought in.

BW: That’s right. We were always very interested in the relationship between the workspace and premises economics. I always try to differentiate between premises economics and real economics because we used to look at the cost of premises, which probably even now is no more than 3-4 per cent of total revenue expenditure. We would tell people that if you’re looking at productivity, you might save 20 per cent on premises costs, 30 | 17 MAY 2012 | FM WORLD

History of FM.sr.indd 30

but that might make just 1 per cent saving in your total revenue.

But if you get it wrong and your productivity is impacted, in fact you will probably lose by a factor of 20. This calculation is still not understood by a lot of people who try to save space without understanding the implications of what they’re doing.

One of things we always say when we’re benchmarking facilities costs and performance is that you’ve got to pay the right price. They think that’s in terms of the marketplace price, but really the critical thing is not whether you spend more or less and the effect that that has on revenue, it’s whether you get the right facilities. If your plant is breaking down all the time, you’re not saving money. There are a lot of people who still don’t understand these basic principles: facilities is about helping people to become more efficient, not about cost.

Williams (right): “Today, the challenge for FMs is to present a strong economic case for the facilities they provide”

BV: You have a unique perspective on the FM sector, www.fm-world.co.uk

10/5/12 14:08:36

“IN A LOT OF ORGANISATIONS, FACILITIES IS PART OF PROPERTY. THAT’S SOMETHING I’M NOT TERRIBLY HAPPY WITH” having started back in 1970. It would be interesting to hear what challenges you saw the industry facing as it was forming, how those challenges have changed over time and what you think the challenges are today.

BW: The challenge for me was that there were no quantity surveyors in facilities management. In construction, you had someone who would sit with the client and understood the costs and economics. In FM there was nobody.

Apart from my practice and a couple of others, there was no professional body that could give FMs any cost advice at all, so they ended up trying to do it themselves. Back then, a lot of people had come into FM from all sorts of disciplines – the army, engineering, architecture.

The only professional advice they would get would be from chartered surveyors, who would advise them about getting rid of their property or squeezing as many people as they could into it.

Today, the challenge for FMs www.fm-world.co.uk

History of FM.sr.indd 31

is to present a strong economic case for the facilities they provide and the level of performance they are trying to propose to their organisations.

BV: Do you think the facilities management discipline has come as far as it should? Or should it develop further in the next 20, 30, 40 years?

BW: To come out of nowhere and get to where we are is extraordinary. Back in 1980, the term ‘facilities manager’ might have been used in one business out of 10. In 2012, it’s used by seven or eight out of 10. The title and the value it contributes is understood. But it’s only been 30 years and there hasn’t yet been the level of direction needed to move it from where we are now to the next stage. Where it goes now is down to the people leading the profession and whether they can move it forward.

BV: Could FM get subsumed into something else and lose its identity?

BW: To some extent it is already subsumed into other things. In a lot of organisations, facilities is part of property.

That’s something I’m not terribly happy with. I’ve always felt that facilities should try to embrace support services to justify its place within the organisation.

And really, FM should be represented at board level. You often get a property director at board level, but just as often that person is only really concerned with real estate and not facilities – and really they are two totally different concepts.

BV: They are, but in terms of what the staff of the organisation consume it’s neither here nor there. What they consume is a productive workplace. Using an automotive analogy, people just want to hop in a car and go from A to B. They don’t want to worry about the engine, chassis, tyres and so on. Similarly, we as an industry have got to get into that way of thinking, which is all about who’s consuming what we’re producing, and who the partners we need are in order to help us provide that product.

How do we better integrate ourselves?

BW: I think the most important concept of Facilities Economics was the chapter on the intelligent client, where we used a Venn diagram cross-referencing the intelligence, sponsorship and service delivery aspects. It’s that intelligent side, the understanding of the business needs, that’s the most important part of facilities management for me.

The fact is that the people responsible for running facilities, who have a very good idea of what the business needs, haven’t got enough sway, position or status within the organisation to get their point of view across.

BV: If you hadn’t got involved in

facilities management, where do you think your energies would have gone instead?

BW: Development consultancy, probably. I wrote a book entitled Property Development Feasibility Tables. My original idea was that you were someone who could conduct the development appraisal, but also understand the cost implications of construction.

Then the FM thing came along.

That said, I got involved in some big development projects. For instance, we were the cost consultants to the second phase of London Bridge City, and I was a consultant and developer of the Ten Coed village down in Wales. I was instrumental with a couple of others in getting planning permission to develop a village in the middle of a forest, an interesting achievement. That’s where I would have gone, or else I would be doing what I now do in my spare time, writing cryptic crossword puzzles.

BV: You touched upon your teaching at South Bank.

Education is another aspect of your career you’ve put a lot into.

BW: I have a visiting chair at Sheffield Hallam. It’s an excellent university that’s done very good work in developing the academic side of FM. And the College of Estate Management has an excellent distance learning course that I helped set up. They still give a copy of Facilities Economics every year to all their distance learning students.

BV: If you had to summarise FM now in three words or phrases, what would they be?

BW: Productivity, economics, human resources.

BV: Is that where it should be, or where you think it is now?

BW: Where it should be. I don’t think it’s got that all together in one piece yet. FM FM WORLD | 17 MAY 2012 | 31

10/5/12 14:09:03

FM MONITOR PAUL SAMBROOK

LEGAL UPDATE

Paul Sambrook is group commercial director at facilities services provider Servest Multi Service Group

CHEMICAL WARN I N G L A BEL S

azard labels on commercial and H household chemical products are changing as part of a United Nations drive for global standardisation Anyone familiar with cleaning products, either at home or at work, may have noticed new symbols on an array of industrial and household cleaning product labels, and on products such as paints, varnishes and weedkillers.

Changes are not just to symbols, but also to hazard categories and hazard category statements.

The changes are as a result of the European Union’s adoption of the United Nations’ Globally Harmonized System of Classification and Labelling of Chemicals, known simply as the GHS. This in itself is not a regulation or a standard. Rather, it establishes a hazard classification and communication best practice system and contains information on how to apply this. Countries and trading blocks adopting the GHS then implement the suggestions through their own regulatory processes and procedures.

Why the need for change?

According to the Chemical Hazards Communication Society (CHCS), which aims to provide information and training guidance about chemical hazards regulations and international codes, they will make life easier for businesses when they import and export products, and consumers when they travel because there will eventually only be one set of symbols to deal with throughout most of the world.

The new regulations In the EU, GHS is being implemented through the European 32 | 17 MAY 2012 | FM WORLD

Legal Update.sr.indd 36

Regulation (EC) No 1272/2008 on Classification, Labelling and Packaging of Substances and Mixtures, known as the CLP Regulation, which is being adopted by all EU member states.

Negotiations around the regulation took place between EU member states (with the UK represented by the Health and Safety Executive (HSE)), the Council and the European Parliament between July 2007 and June 2008.

The CLP Regulation became law in all EU member states on 20 January 2009, subject to a transitional period until 1 June 2015 when it will be fully implemented. This lengthy period gives suppliers, the facilities management and cleaning industries and users time to comply with and get used to the changes.

The exact timing of the transition varies, though, depending on whether the chemical being packaged is a pure substance or a component in a mixture of chemicals.

Substances had to be classified, labelled and packaged to comply with the new regulations by 1 December 2010, although those already in stores on that date can continue to be sold until 1 December 2012. Mixtures have to comply with the new regulations by 1 June 2015, although

substances already in stores can continue to be sold until 1 June 2017.

The main changes The symbols representing the hazards look different and replace the old orange and black hazardous substance rectangular symbols.

There are now only nine hazard symbols, coloured black on a white background with a red diamond shaped border.

Most of the pictures on the symbols are the same, such as those for substances that are toxic (the skull), flammable (the fire), corrosive (the test tube and hand), oxidising (the flame and circle), dangerous to the environment (the fallen tree) and explosive (the bomb). But there are some new symbols for gases under pressure (a horizontal gas container) and chronic health hazards such as cancer and respiratory sensitisation (a person).

The St Andrew’s cross indicating harmful or irritant chemicals is replaced by an exclamation mark symbol, which applies to irritant substances and category 4 acute toxicity.

New hazard categories are being implemented. Each category has a corresponding identification code that correlates to a hazard statement or a precautionary statement. The statement, but not the code, now appears on the packaging.

The old CHIP hazard category statements (such as Toxic, Very Toxic, Irritant, Corrosive) is replaced by just two signal words

“Close attention should be paid to updating warning symbols in the areas where substances are stored”

“Warning” or “Danger”, depending on the hazard category. Packaging must now use either word, unless it is deemed of such low hazard to not require one. Danger refers to more severe hazards and warning refers to less severe hazards.

What action to take?

Organisations and individuals using chemical products should update relevant documentation containing risk and safety phrases to reflect any new hazard and precautionary statements. Close attention should be paid to updating warning symbols in the areas where substances are stored.

Until full implementation, organisations may still buy containers labelled in the old way (substances until 1 June 2012, mixtures until 1 June 2017).

But steps should also be taken to replace old style labels on containers with the new style red diamond frame with the black hazard symbol.

Fortunately, under the new system organisations do not have to re-do their COSHH risk assessments, even though risk or safety phrases are being replaced with hazard or precautionary statements. A COSHH assessment concentrates on the hazards and risks from substances in any workplace. The latest COSHH form has been updated to reflect the changes.

For more information on the changes, the HSE refers chemical suppliers and any other affected parties to guidance from the European Chemicals Agency (ECHA) (echa.europa.eu). To help everyone get accustomed to the new labels, the CHCS has created a guide that can be downloaded from a specially created website at www. understandthelabel.org.uk. FM www.fm-world.co.uk

10/5/12 17:18:52

FM MONITOR MARK COSH

HOW TO…

Mark Cosh is sales and marketing director of vacant property specialists SitexOrbis

VACAN T PROPE RT I ES

anaging vacant buildings can be a headache because of the significant risks associated with them. Mark Cosh provides guidance around mitigating these risks

M

The number of vacant shops, offices, industrial buildings and private and social housing properties is on the increase, the problem made worse by the economic downturn.

Properties lying empty not only forfeit potential rental income, but are also magnets for squatting, vandalism, metal theft, arson, graffiti and fly-tipping. They can also be a blight on communities.

A high number of vacant properties in one area can bring security concerns for neighbouring occupants and eventually lead to the area’s decline.

In most commercial organisations the facilities manager is responsible for managing empty buildings.

Here’s an overview of the steps they should take to avoid the worst-case scenario:

1⁄

Assess the risk

An essential aspect of keeping an empty building secure is to properly manage its closure.

Begin with a comprehensive risk assessment that looks at how intruders might gain access.

Different parts of buildings will be exposed to different risks and a property in a poorly-lit area will be at greater risk.

Also consider other sources of damage, such as from fire or water.

Turn off the water at the main stop valve. Turn off the electricity and gas. Also check protective www.fm-world.co.uk

33_HowTo.sr.indd 33

installations, such as fire detection and alarm systems. Remove items of value plus all waste and any fixtures that are combustible, such as furniture and floor coverings.

2⁄

Inform the insurers and fire service

Neglecting to do so as soon as the property becomes empty puts you in breach of your ‘change of occupancy clause’ and you probably won’t be covered in the event of damage. Regular inspections with a full audit trail are also often necessary to remain compliant with insurance requirements and health and safety regulations. Keep lines of communication with tenants open. If they move out and omit to tell you, you are still liable in the insurer’s eyes.

Large commercial building managers should also consider informing the local fire safety department about issues around accessing the building, the location of fire water supplies and potential hazards should firefighters need to access the building.

3⁄

Secure the premises

Each property is different and security measures will depend on its location and type. In a council house it may be enough to put up net curtains to create the appearance of occupancy, whereas industrial buildings in desolate

areas may require perimeter protection and physical security, such as metal screens on doors and windows, lighting, electronic security systems, manned guards, dog patrols and CCTV. Many properties have standard intruder alarms, but may benefit from a videofied alarm solution, which uses a visual verification alarm system. As soon as movement is detected, the alarm is triggered and the system automatically captures a 10-second recording of the scene. Images are sent in real time to a 24/7 response centre manned by trained operators, who determine whether the alarm has been triggered by perpetrators. They then call the police to the scene.

4⁄

Tell the neighbours

It costs nothing to engage the support of the neighbours to help protect the property and to educate them about the increased risk of, for example, metal theft. Advise them that you are not currently expecting contractors or tell them when you are, and ask them to alert you or the police if they see anyone around the property acting suspiciously. Often metal theft takes place right under the nose of neighbours who actually see the thieves, but mistakenly assume they are contractors.

5⁄

Manage the property

Once the building has been mothballed, you will need to keep up appearances, such as keeping the building’s exterior and its surroundings clean and tidy and preventing post from piling up in front of a see-through front door. Sealing the letterbox ensures

that letters do not become fuel for an arsonist. Ensure that mail is either held by the Post Office or forwarded to another address.

If waste is dumped outside or if graffiti artists target the area, clean up quickly to prevent the problem escalating. Keep grounds tidy and quickly mend any windows that are broken or else the building becomes an obvious target.

6⁄

Report the benefits

Get the property ready for re-occupation or demolition. If the property is to be reoccupied, prepare it appropriately by thoroughly cleaning and even refurbishing and repairing it.

Contact the utilities companies and inform them when you want to be reconnected, taking into consideration when you will show the building to potential tenants.

Also, inform your insurer and if necessary the fire service. Put plans in place to re-adjust security levels when the property becomes occupied and carry out a risk assessment before tenants move in.

If the property is to be demolished, a demolition contractor will probably be involved and will advise on the preparation for the demolition site, such as checking for hazardous or regulated materials, recycling high value items, taking reasonable effort to ensure no wildlife is present, and increasing the security of the site before news of the demolition reaches the public domain. FMM

This article is based on the BIFM Good Practice Guide to Vacant Property Management, written and sponsored by vacant property specialists SitexOrbis, which is published this month. Call 020 7880 6200 to get your free copy.

FM WORLD | 17 MAY 2012 | 33

10/5/12 14:49:07

FM MONITOR STAN MITCHELL

STANDARDS

Stan Mitchell is chair of the BSI’s Facilities Management Committee

EU ROPEAN STA N DA R DS CO M M I T T EE

tan Mitchell discusses the structure and work of CEN TC 348, the European Standards Technical Committee for Facilities Management

S

Benchmarking When CEN TC 348 was formed back in 2003, one of the stated goals was to establish a standard that would enable the FM professional community to begin benchmarking in a manner that would be consistent and meaningful across borders and sectors.

It was recognised that to begin with, the committee had to establish its own remit. This resulted in BS EN 15221-1 Terms and Definitions. BS EN 15221-2 Guidance on How to Prepare Facility Management Agreements was created shortly afterwards.

Before moving on to the benchmarking standard, there was a consensus that the committee needed to develop four new standards that would deliver the foundation criteria. The four foundation standards were agreed as: quality, taxonomy, facilities management processes, and space measurement. This series of articles will introduce each of these over the coming months.

With BS EN 15221 – 3 Guidance on Quality in Facility Management, there was always a danger that it simply reiterated the quality standards that we all know. Much debate and discussion ensued to try and avoid this happening – with varying degrees of success.

The standard aims to clarify 34 | 17 MAY 2012 | FM WORLD

34_Standards.sr.indd 34

and highlight some of the issues related to the measurement of quality within the service sector.

It has attempted to: ● Define quality criteria and indicators ● Elaborate upon performance and quality ● Clarify expectation and perception ● Consider some of the metrics and indicators ● Measure efficiency of the associated processes and effectiveness of output.

Service levels The standard tackles the challenge that most facilities managers face on a day-to-day basis of interpreting stakeholder desires into specific – and measurable – service levels.

Those of us who have attempted to do so in a meaningful way, in a manner that adds value to the service that is being delivered, as opposed to just something to justify performance penalties, will fully appreciate the challenge. Bridging the gap between the expectation, or even worse, the perceived expectation, and the reality is one of those never-ending challenges. Such requirements are clearly articulated as a pre-requisite to a successful agreement in BS EN 152212 Guidance on How to Prepare Facility Management

Agreements. Therefore in this standard, guidance is offered to do so in a meaningful way.

The standard states that a service level should be an iterative process driven by strategic objectives. Thereafter the process to define clarity in relation to the measure should be able to be achieved.

During the iterative process, the linkages with the organisational objectives should be achieved and agreed with the client organisation.

Developing metrics In an attempt to guide the development of measurement metrics, information is provided to suggest how to do so. A set of indicators structured in a manner that will enable performance and quality to be measured will enable improved decision making, continues improvement and meaningful quality measurement, and provides a management tool that may even contribute to efficiency of service delivery.

The standard goes on to suggest the criteria that might be considered for the design of a metric system. It suggests that consideration should be given to: Indicators that have clear goals that complement the organisational goals ● Clear relationships to agreed strategies ● Be directly related to agreed success factors, as well as service characteristics that are significant to the client organisation. ●

The goals should be based on meaningful client related research rather than on arbitrary

attributes such as numbers.

Multiple indicators can potentially be combined to indices (aggregated indicators) at a higher hierarchical level to give a better overall assessment of performance. In addition, the importance of indicators may be weighted (relative importance), while generating aggregated indicators (such as overall quality or satisfaction indicators).

It goes on to state that fewer is better (SMART – Significant, Measurable, Achievable, Responsible and Timescale); selection and concentration shall only be on few vital (critical) key measures from a wide array of metrics linked to key success factors, specifically, those that are most important and really matter to the client organisation, rather than a multitude of rather less significant factors.

It suggests that an appropriate balance is set between criteria such as financial and operational, as well as ‘hard’ and ‘soft’ aspects of the overall service delivery.

The challenge I think that most of us would agree that this standard, in order to be meaningful, had a significant challenge to meet. Its original intent was as a foundation for the benchmarking standard to come. It will serve as a reasonable addition to the facilities management family of standards and help in defining how we might be able to measure our performance in a meaningful and proactive manner. FM www.fm-world.co.uk

10/5/12 14:49:31

FM MONITOR TOM ROBINSON

CAREER DEVELOPMENT

Tom Robinson is training and development manager at Mitie Client Services

‘ON E-TEAM ’ TH I N K I N G

ehavioural and interpersonal skills are as important as technical skills to facilities managers, believes Tom Robinson, who explains what ‘one-team’ really means

B

By its very nature, facilities management is focused on matters of compliance and conformity.

We understandably concentrate our efforts on the fulfilment of KPIs and SLAs, as these are the indicators of success we are ultimately judged on. KPIs and SLAs are process issues and, as our young industry has grown, the milestones in its development have been measured principally in changing processes, most significantly through service delivery models – single-service, bundled deals and ‘total FM’ packages, to name just three.

But what’s next? Where does FM go from here? The trouble is that a focus on process ahead of people is inherently wrong. Far more important for our future is the way we treat and manage our people and the attitudes they display to customers when carrying out their work. After all, FM is about service delivery and anything not done by a machine needs a motivated, dedicated and inspired person to do it. Whatever the service, it’s always about much more than just the process – it’s about whether the person providing that service is really motivated to do so.

It’s a common cry in FM that ‘it’s all about the people’ and in truth that’s what we hear from business generally. Yet too often we find that management pays no more than lip service to the people side of their business. It’s tempting for organisations to treat people as a commodity, with most solutions to www.fm-world.co.uk

35_People.sr.indd 35

poor performance involving a cut in overheads and, consequently, a cut in headcount. But people are not a commodity, and getting the most from them is not a cost – in fact, it’s free.

True productivity is achieved through a focus on values and behaviours, building an engaged and motivated team that lives and breathes its organisation’s values.

That means connecting facilities teams more directly to the common purpose of their organisation.

After all, why should the FM team be excluded from sharing in the passion for success of the organisation they work for, or on behalf of?

The human touch Valuing people on your team means treating them like human beings, not robots. Absolutely everybody requires motivation and, for senior FMs, the understanding of how to motivate may mean re-evaluating their approach. True motivation is a case of supporting people and protecting their wellbeing, praising and inspiring them.

None of this is rocket science, but it does involve hard work on behalf of the manager and a laser focus by that manager on his or her individual team members. When asked about what they enjoy about their jobs, most people will say that the most important thing by far is not the pay packet, but that they “love making a difference”. They should be empowered to do so.

Most important is for managers to ensure that team members get a sense of real purpose through the work they carry out. Cleaning operatives, for example, could be shown how their work helps prevent injuries or infection spreading. For engineers it’s showing how they keep a building running and receptionists make a difference to people’s day. For operational middle managers, the approach is about highlighting and praising the difference the teams make to their customer’s day.

How you approach people is critically important. Too often, managers can be tempted to introduce another process to deal with a people problem.

In one recent story, it was brought to the attention of a senior FM that members of the security team were not smiling enough when greeting customers.

The manager’s response was to tell the team that they had to stand and smile when approached by the public, and that if they were ever caught not smiling they’d be punished. Morale plummeted and the service followed – a classic case of a process being introduced to solve a people problem. In this situation, the correct approach should have been to re-instil a sense of motivation and pride in their job and give them support and trust. It should also be to show the impact of their chosen approach and inspire them to engage with people genuinely.

Finally, it’s important to praise them when they do so.

‘One-team’ for all The key is to deal with the individual, giving them as much opportunity to control how they define and deliver their service. In so doing, happy people will connect

CONCLUSIONS Connecting people to their organisation’s objectives and developing ‘one-team’ thinking is done in the following ways: 1: Connect people to a purpose – not how they do their job, but why.

2: Give people freedom within clearly defined boundaries – this creates people, not robots, through trust and freedom.

3: Recruit for attitude, train for skill.

4: Reinforce positive behaviours – focus on praising behaviours, not correcting actions.

5: Celebrate mistakes – encourage innovation.

6: Care for the people you manage – make them feel good.

to the organisation’s objectives and help in developing ‘One Team’ thinking, by which naturally motivated individuals are all pulling in one direction.

Given the freedom to determine their own actions, people respond positively. The trick is for facilities managers to be aware of that freedom and to monitor how it is used. If, by contrast, team members are seen as little more than processors of job functions, paid by the hour to perform, all you’ll get is a someone entirely disengaged from their organisation – with the management issues that entails. FM This article is based on a Facilities Show session entitled ‘Changes in People, Culture and Behaviour within Facilities Management’

by Tom Robinson and Samantha Bowman of the BIFM’s Rising FMs special interest group, taking place in the FM Forum theatre this Thursday, 17 May at 12:30pm.

FM WORLD | 17 MAY 2012 | 35

10/5/12 17:47:47

FM FMMONITOR SUPPLEMENT MARKET CATERING INTELLIGENCE

BY NAME IN HERE

CATERING

INSIGHT

Source: HM Treasury (hmrc.gov.uk)

Bank of England base rate: 0.5% as of 7 September 2011.

The previous change in bank rate was a reduction of 0.5 percentage points to 0.5% on 5 March 2009.

Source: Bank of England (bankofengland.co.uk)

Source: ONS (www.ons.gov.uk)

EMPLOYMENT

National Minimum Wage

Shopping centre rents have seen a drop of almost 5% in the past 24 months. The trend suggests that inner-city centre rents are performing poorly, while centre rents located in suburbia or out of town grew marginally.

The dwindling retail sector has resulted in financial instability for one in five shopping centres.

Consequently, investment in upgrades is becoming more and more unaffordable. Furthermore, the exponential rise of the online shopping industry has only exacerbated these problems.

According to Investment Property Databank, around 13% of the total market rental value for shopping centres is lost through vacancies. That foregone figure is said to be approximately £150 million. With the average vacancy period across the UK above the one-year mark, there is a significant loss in potential income.

What needs to be considered are alternative uses for these obsolete centres. If that is not viable, a demolition job is the only answer.

Number of UK Businesses falls by 0.9 in the year to March 2001

In-town centres: declining values/rents 120

110.00

100

100.00

80

90.00

60

80.00

40

70.00

20

60.00

0

50.00

Improvement exp

Capital values

Rental values

Source: IPD UK Quarterly Property Index

The following rates came into effect on 1 October 2011: Category of worker

Hourly rate from 1 Oct 2011

Aged 21 and above

£6.08

Aged 18 to 20 inclusive

£4.98

Aged under 18 (but above compulsory school age)

£3.68

Apprentice rate, for apprentices under 19 or 19 or over and in the first year of their apprenticeship

£2.60

36 | 17 MAY 2012 | FM WORLD

Insight.sr.indd 33

Indexed CVG and rents

Consumer Price Index Annual inflation stood at 3.5% in March, up from 3.4% in February.

The largest upward pressures to this change came from food, clothing and recreation & culture.

Partially offsetting these were downward pressures from electricity, gas & other fuels, and transport.

NUMBER OF UK BUSINESSES 2011

Mar -07 Jun -07 Sep -07 Dec -07 Mar -08 Jun -08 Sep -08 Dec -08 Mar -09 Jun -09 Sep -09 Dec -09 Mar -10 Jun -10 Sep -10 Dec -10 Mar -11 Jun -11 Sep -11 Dec -11

VAT rates: Standard rate – 20% (from 4 January 2011) Reduced rate – 5% Zero rate – this is not the same as exempt or outside the scope of VAT

SHOPPING CENTRE – RETAIL ANALYSIS

Actual improvement expenditure

ECONOMY

The figures on this page have been compiled from several sources and are intended as a guide to trends. FM World declines any responsibility for the use of this information.

Number of VAT and/or PAYE based Enterprises Millions

2.20 2.15 2.10 2.05 2.00 1.95 1.90

10 5 0 -5 2007 Total

2008

2009

2010

2011

Annual percentage change (right hand axis)

There has been a continued fall in the number of registered enterprises in the UK. From March 2008 to March 2011, the number of VAT and/or PAYE-based enterprises has fallen by over 100,000, although that rate of decline has slowed recently.

Geographically, the West Midlands and Wales experienced lower than average growth rates, at -2.2% each. All regions except London and Scotland saw a decrease in the number of businesses.

Collated data indicates that almost 15% of businesses are under two years old, with 28% under four years old. These figures suggest that 312,000 enterprises had been set up between March 2009 and March 2011, compared with 270,000 in the two years previous. (Considering the economic climate of those 24 months, perhaps more people believe it is a good time to start a business – see FM Business, page 10.)

Source: ONS (www.ons.gov.uk)

WALL CLADDING MARKET REPORT

The sector has experienced a volatile period, with sales falling in 2008-2009. However, there has been a marginal increase in demand in late 2010 and 2011, underpinned by moderate improvements in investor confidence and increased levels of activity in certain sectors – most notably housebuilding and London commercial office sectors in 2011.

While short term prospects in 2012/13 remain volatile, the sector is expected to show some growth in the medium term, although there will be significant variations between cladding materials.

Refurbishment will play a big part, mainly in the industrial, education and social housing sectors, underpinned by building insulation requirements and

further refinements of the impending Green Deal and Energy Company Obligation (ECO) initiatives.

UK Wall Cladding Market by Area Installed (Million Sq m) 2009-2014 55 50 45 40 35 30 25 20 2009 2010 2011 2012 2013 2014 Fcst Fcst Fcst Fcst

Source: AMA Research

www.fm-world.co.uk

10/5/12 18:15:21

HOT DATES Need help with a refurb or relocation project?

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When relocating the office or refurbishing existing space, the FM plays a leading role and for many this can represent a daunting experience. This step-by-step course will provide you with the knowledge and techniques needed to confidently manage the project whilst meeting deadlines, budgets and satisfying end users.

Call now for a detailed programme 020 7404 4440

All dates listed are in Central London unless otherwise stated

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twitter.com/bifmtraining

FM WORLD | 17 MAY 2012 | 37

FMW.17.05.12.037.indd 37

9/5/12 11:58:29

BIFM NEWS BIFM.ORG.UK

BIFM qualifications graduates at Xenon Group Head Quarters with Xenon Group staff and Gareth Tancred, CEO of BIFM

BIFM BOARD

Chairman steps down Ian Broadbent has handed over the responsibilities of the role of chairman to Ismena Clout, chairman elect. The change over to the newly elected chairman comes earlier than the scheduled 12 July handover date.

“The board has overseen a lot of change over the past two years, which has taken up a significant amount of time and commitment,” said Ian Broadbent. “Following the chairing of my last board meeting recently and a period of poor health, I felt it was a good time to pass on the reins early to newly elected chairman Ismena Clout.

This will allow me time to focus on my role at Hallmark, other business interests and, of course, my family. It has been an amazing experience and I would like to thank colleagues and members of BIFM for their help and support.”

Ismena Clout, BIFM’s new chairman, said in a statement: “The board and I would like to thank Ian for his hard work and enthusiasm over the past two years. We recognise that the past few months in particular have taken up a lot of his time and attention, so while we reluctantly accept his early departure, we do understand.

Ian has steered the institute through some major changes and developments. Without his dedication, we would not be in such a strong position. I speak for all the board when I say that we wish Ian the very best for the future.

“I would also like to thank Ian for all the encouragement he has given me and the advice that I will now put into practice in the role of chairman. As I’ve said before, Ian is going to be a hard act to follow.”

Read more at www.bifm.org.uk/ chairnews i

38 | 17 MAY 2012 | FM WORLD

BIFMNews.sr.indd 36

BIFM QUALIFICATIONS

Graduating in style Graduates of the BIFM Qualifications in Facilities Management from the BIFM recognised centre, Xenon Group, celebrated their achievements in style on Wednesday 18 April 2012 in Leeds at Xenon Group’s headquarters.

The graduates enjoyed an introduction by Xenon Group managing director David Morris, a video presentation from the Right Honourable John Hayes MP, minister of state for further education, skills and lifelong learning, and an address from BIFM chief executive Gareth Tancred. i A great celebratory event for some of the many qualifying in facilities management through the BIFM qualifications, you can find out more about at www.bifm.org.uk/ qualifications or call 0845 058 1355

THINKFM

Switch on ThinkFM Make sure you’re there for ThinkFM 2012 on 18 June 2012 in London, where you can choose from a great range of speakers and educational sessions to build your own high-impact agenda at the event.

Sahar Hashemi, one of the UK’s

most inspirational entrepreneurs and visionaries, will open ThinkFM, with a ‘Switched On’ theme, based on her recent book Switched On: 10 Habits to Being Highly Effective in Your Job and Loving It. i To find out more about the programme, speakers and to book your place, visit www.thinkfm.com

BIFM MEMBERSHIP

Direct debit BIFM has seen an increase in the number of members requesting to pay their membership fees by monthly direct debit and we are pleased to now be able to offer this payment option.

From 1 April, we have now introduced this monthly payment option, although the annual direct debit payments will continue to be available.

Those interested in this option need to complete and return the direct debit mandate. Current members who choose this option will be able to pay monthly from their membership renewal date.

The new monthly option is subject to an administration charge of up to 5 per cent. All monthly payments are also due for 12 months. i For further details please contact the membership team on 0845 058 1358, or on membership@bifm.org.uk

SURVEY

FM survey Make sure you don’t miss out on having your say in the annual Sustainability in FM survey – you have until 25 May to submit your responses.

The survey has been conducted annually since 2007 to investigate how facilities management professionals are engaging with the sustainability agenda. It not only provides a snapshot of the trends and influences on sustainability, but an increasingly detailed picture of how the subject is developing across our marketplace. For this study to have maximum impact, your participation and contribution is essential.

We define sustainability as the ability to maintain and enhance environmental, social and economic resources in order to provide the needs of the present without compromising the ability of future generations to meet their own needs. The website develops practical tools to implement and manage sustainable practices.

The survey takes about 10 to 15 minutes to complete. The closing date for survey responses is 25 May 2012. i To participate in this survey, go to www.bifm.org.uk/sfm2012. For more information, visit www. sustainabilityinfm.org.uk

www.fm-world.co.uk

10/5/12 17:15:22

Please send your news items to communications@bifm.org.uk or call 0845 058 1356

BIFM FELLOWS

BIFM’s new Fellows On 12 July 2012, BIFM will welcome two new Honorary Fellows: Chris Wood and Fred Child.

Chris and Fred are made Honorary Fellows by invitation of the board in recognition of their contributions to the board and the institute. They will be presented with the accolade at the BIFM Annual General Meeting, and will bring the total of Honorary Fellows to 13.

Both Fred and Chris were former members of the Knowledge Committee and sat on the Senior Group Volunteer Engagement, which lead to changes within the constitution to drive the BIFM forward.

They are both also previous BIFM board members. Chris has also been a member of the Professional Standards and Education Committee, as well as being a key player in the Medium-Term Strategy committee.

BIFM thanks them for all their hard work in helping to make the institute what it is today. i Learn more about the AGM 2012 at www.bifm.org.uk/agm2012

Visit BIFM at Facilities Show Come and see the team at Facilities Show, 15-17 May in Birmingham, Hall 2 stand T1.

See you there! www.fm-world.co.uk

BIFMNews.sr.indd 37

Jason Gurd, facilities manager, blogger and member of the Home Counties Region Committee

GUEST COMMENT Q UA L I F I C AT I O N S I N F M

hen people ask me if I’ve got plans for the weekend, my response over the past few months has often been: “I’ll be doing my homework”. “You must be mad!” they say, but I don’t think I am: I’m investing for the future.

I’m currently studying for my BIFM Level 4 qualifications in facilities management and, let me be honest with you, it’s not easy. By the time I’ve submitted enough written assignments to amass the 48 credits I need to qualify for the diploma level, I’ll have effectively written a short (but not very good) book about FM. Like most FMs, I work a very full week. So it isn’t surprising that other people (including other facilities people) think I must have a few screws loose to spend my free time doing homework. So why do I? As a facilities professional, I always try and look at things strategically and, in the wider scheme of things, I believe that the qualifications will serve me far better than painting the spare room.

Some fellow facilities professionals are sceptical. Facilities, they point out, has always been an industry where personal skill, experience and aptitude count for everything and you can’t learn these things from a book. In some ways they’re right, but they’re also wrong: FM is changing.

Facilities management has only been around as a recognised profession for a couple of decades. Effectively, it’s still new. The pioneers of FM (many of whom are now our senior colleagues) had to rely on their experience and aptitude because there was nothing else – they were inventing it from scratch. Things are different now: our profession is established and today’s challenge is to improve the way it is perceived. Qualifications are a vital strategy.

Like it or not, qualifications imply professionalism and they are far less subjective than experience. They reassure employers (and colleagues) that an individual is capable of meeting or exceeding a given standard: that they understand best practice and know what needs to be done to comply with legislation. In many industries (HR, IT, finance), qualifications are standard issue.

In recruitment terms, the role of facilities manager is unusual. Most organisations have only one FM. This means that FMs are not always recruited by those with the necessary facilities know-how to judge the value of their experiences. Employers are starting to look to the BIFM’s qualifications structure to guide them.

Facilities management is changing and the expectations, skills and knowledge requirements are increasing.

In tomorrow’s FM, the choicest positions, the most interesting assignments and the most prestigious roles will be filled by those who can underscore their skills, experience and aptitude with the qualifications that employers are asking for.

That has to be worth a few weekends of anyone’s time.

W

“LIKE IT OR NOT, QUALIFICATIONS IMPLY PROFESSIONALISM AND THEY ARE FAR LESS SUBJECTIVE THAN EXPERIENCE”

i Learn more at www.bifm.org.uk/ qualifications

FM WORLD | 17 MAY 2012 | 39

10/5/12 17:15:36

BIFM NEWS BIFM.ORG.UK

The 49th floor at One Canada Square LONDON REGION

Wharf lights up BIFM London region members lit up Canary Wharf on 3 May at an illuminating seminar focusing on the role of lighting in today’s workplace. Sponsored by the British lighting manufacturer and designer Future Designs, the event saw more than 100 facilities professionals enjoy the stunning views across the Canary Wharf estate from the 49th floor of One Canada Square tower as guests of hosts BNY Mellon.

After delegates experienced the 40-second journey from the ground floor to level 49, Paul Burgoyne, building manager for Canary Wharf Management (CWM) opened the event with a landlord’s perspective of lighting.

While CWM is not responsible for tenants’ lighting, the organisation has a key role to play in common areas and in leading the debate through initiatives such as ‘Earth Hour’. But there is only so far a landlord can go: “No-one wants to step into a pitch black emergency stairwell on the promise that PIR sensors will make it light up – you need to keep 10 per cent residual lighting,” Burgoyne explained. Despite that requirement, by reducing lighting to lower levels the organisation had saved £5,000 per stairwell.

The increasing focus on sustainability was nothing new for Future Designs’ managing director 40 | 17 MAY 2012 | FM WORLD

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David Clements who talked about his work with a Canary Wharf client who had upgraded the general office lighting of their 37,161 square metres (400,000 square feet) premises to reduce their carbon use. He described the project as a “stepping stone” for other premises looking to jump from the T8 to T5 and PLL lamp technology.

But anyone thinking that LEDs were a panacea for longterm cost savings and reducing carbon footprints were persuaded otherwise. Clements argued that while LED technology was a suitable medium to replace old-fashioned Dichroic lamps, their ability to only give direct light compared to the more balanced effect offered by fluorescent lamps meant that facilities managers should “wait and see”.

Comparing LED lights with the early days of diesel cars, which were smoky, smelly and noisy, Clements argued that LEDS are a quantum leap in illumination and would outstrip fluorescent sales in the next four to seven years.

However, “right now, the payback periods are too long and the technology isn’t proven”.

Ending a fascinating evening was Paul Etherington, vice president, planning and development manager at BNY Mellon. He talked about his experiences in One Canada Square – which is designed by BDG architecture + design – when he was hoisted up the side in a hard hat during the construction period; the merger of Bank of New York and Mellon Corporation; and the creation of a workplace for the new brand.

Many thanks to Future Designs for sponsoring and BNY Mellon for hosting the event.

If you would like to support the BIFM and raise your company profile with the Region’s FM community, please contact Sarah Hodge on 07841 370 033 or 01908 282 915 to discuss i

BIFM TRAINING STAFF DEVELOPMENT – IS THERE A ‘RIGHT’ WAY? JANE BELL he recent debate about reassessing the equivalence of vocational awards to conventional GSE qualifications in schools has once again raised the spectre of a two-tier education system. How should we compare the value of practical, skills-based learning against academic programmes and why is vocational training always portrayed so negatively here in the UK? Despite years of additional investment, standards of literacy and numeracy are constantly criticised in younger employees, while many businesses claim they find it hard to recruit staff with the right kinds of skills and competencies.

We’ve all witnessed the tensions between applied and academic approaches. Some argue that as an intensely practical discipline, the best route for trainees is ‘on-the-job’ learning. Others insist that beyond a certain point, academic rigour is essential for effective management and leadership. So is there a ‘right’ way?

Actually, both can be right if you take the range of contexts in which FM is practiced. Our challenge as an industry is to embrace the full range of educational options, focusing on what’s appropriate for different communities of learners and ensuring that development planning is integrated rather than ad hoc and fragmented.

The basis for robust L&D planning is to achieve clarity around job roles and structures and set well-targeted goals. This gives a much firmer basis on which to plan strategies for recruitment, succession planning and both individual and team development, in line with evolving needs. That opens the way to take advantage of practical on-the-job learning as a complement to formal study linked to qualifications.

We still fall into the trap of focusing just on classroom training as the answer to all our needs, and while this can be highly effective, it’s not the only effective solution. Investing time up-front to understand your needs will always pay dividends – not just in terms of value for money, but also by signalling clearly to employees that all forms of development are valued when they’re closely aligned with real needs.

T

i Jane Bell is a consultant specialising in professional development. She works with BIFM Training as director of learning and development services. Further information about BIFM Training’s Learning and Development planning services, in-house and public courses is available on our website www.bifm-training.com. Also, contact us on 0207 404 4440 for an initial discussion

www.fm-world.co.uk

10/5/12 17:15:49

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We provide a fantastic range of benefits, services, and offers for all our members. We enable you to network with your peers and share ideas at a whole range of national, regional and local events.

We keep you totally in the know through FM World magazine, our continuously updated website and networking groups.

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T: 0845 058 1358 E: membership@bifm.org.uk www.bifm.org.uk

2/8/10 12:21:43 FM WORLD | 17 MAY 2012 | 41

9/5/12 12:03:38

FM DIARY

Send details of your event to editorial@fm-world.co.uk or call 020 7880 6229

NATIONAL BIFM EVENTS

NORTH REGION

18 June ThinkFM 2012 ThinkFM will be a day of learning, debate interaction and networking, with site visits. The theme is ‘Ideas for Change’.

Venue: Royal College of Physicians, London Contact: conference@thinkfm.com or call 08701 632 804

21 May Lancashire Networking Group Event Our latest networking event will involve a behind-the-scenes tour of the facilities at the prestigious Imperial War Museum North.

Venue: Imperial War Museum, Salford Quays, M17 1TZ Contact: karen.farnan@mitie.com 07827979061

12 July 2012 BIFM Annual General Meeting (AGM) 2012 Further details at www.bifm.org.uk/ AGM2012 and the presentations will be available from 13 July.

Venue: Redactive Publishing (publishers of FM World), 17 Britton Street, London, EC1M 5TP Contact: sharon.mckenzie@bifm. org.uk or call 0845 058 1356. Visit www.surveymonkey.com/s/BIFM_ AGM12 to register SCOTTISH REGION 24 May BIFM Regional Golf Outing Individual entries are priced at £60 + VAT, including sandwiches, golf and evening meal.

Venue: Kings Acre Golf Club, Lasswade, Edinburgh Contact: bill.anderson@ telerealtrillium.com or call 01977 598914

7June York River Social Tickets cost £30 (plus VAT), which includes entry into the Macmillan Cancer Support charity raffle.

Venue: Boarding at Lendal Bridge, Museum Street, York Contact: north@bifm.org.uk or call 07872 829743 13 June BIFM/Advanced Workplace Associated A seminar with an opportunity to hear leading-edge thinking and learn about the ambitious project to relocate a large part of the BBC to Salford Quays Venue: Media City, Salford Contact: north@bifm.org.uk or call 07872 829743 MIDLANDS REGION

12 June AGM and Newsprinters tour Home to the world’s largest printing press, it will be the venue for the AGM for the Scottish region.

Venue: Newsprinters, Motherwell Contact: mkenny@fesfm.co.uk or call 07920 136 784

22 May FM operations in the leisure and retail sectors Venue: The Brewery, Cheltenham, Gloucestershire GL50 4FA Contact: julian_cutler@nfumutual. co.uk or call 01789 202238 EAST REGION 7 June East Region golf day Peter Heppelthwaite of TV series The Green, Green Grass will join us.

The winning team will represent the East Region at the BIFM National finals in Scotland.

Venue: Langdon Hills Golf and Country Club Contact: tim.jonck@60tns.com or call 02072 601821 HOME COUNTIES REGION 14 June BMG Home Counties and South Region golf qualifier £65 per person, to include 27 holes of golf, breakfast, lunch, evening meal and prizes.

Venue: Sandford Springs Golf Club, Kingsclere near Basingstoke Contact: csorbie@temco-services. co.uk or call 07908-711964 21 June FM beyond our borders Venue: TBC Contact: jane@fmtutor.co.uk or call 07799 033 341 SOUTH REGION 14 June South Region golf day A joint event with the Home Counties Region.

Venue: Sandford Springs Golf Club, Kingsclere near Basingstoke.

Contact: dlbarrett@dsl.pipex.com or call 07961-684579

INDUSTRY EVENTS 22 May 2012 BIFM training conference – building surveying and maintenance Venue: Central London Contact: Kay Bain at info@bifmtraining.co.uk or call 020 7404 4440, or visit www.bifm-training. com/bifmConferenceFS.htm 23-25 May BCO conference Venue: Manchester Central, Petersfield, Manchester Contact: www.bco.org.uk 25-26 June 31st Facilities management forum Venue: Heythrop Park, Oxfordshire Contact: Mick Bush at m.bush@forumevents.co.uk or call 01992 374100 28 June World FM Day 2012 This annual event aims to raise the FM profession’s profile around the world.

Venue: Worldwide Contact: Visit www.globalfm.org for more details – and keep an eye on the FM World twitter feed (@FM_World) to find out what we’re intending to do.

LONDON REGION SIG EVENTS 28 June Quizcrawl A joint event with the Home Counties Region.

Venue: Based around five pubs in Clerkenwell. Organised by Risings, London region and International SIG, and sponsored by SpacePod. Contact: bernardcrouch@ btinternet.com or call 07782-287074

28 May Fairness, Food and Carbon Three presentations, including PlanZheroes who will show us how to share surplus food.

Venue: Telereal Trillium, 140 London Wall, London Contact: w.kwawu@yahoo.com or call 07757 056365

Workspace management defined Condeco is the booking system to manage not just your meeting rooms and desks – but all available resources.

Our intelligent solutions allow you to operate more efficiently and make maximum use of your workspace. The interactive signage and advanced reporting provide real time utilisation data on which to base future business decisions.

Room booking Desk booking Visitor management Interactive room and desk signage

Intelligent management reports Hospitality management Event management

Outlook and Lotus Notes integration Car park booking Resource scheduling

Find out more: call +44 (0)20 7001 2055 or go to www.condecosoftware.com 42 | 17 MAY 2012 | FM WORLD

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www.fm-world.co.uk

10/5/12 17:18:25

The Workplace Management PIN is a group of respected, energetic Workplace Managers that come together to explore ways to improve workplace performance through facilitated workshops and shared experiences.

We would like to invite all forward thinking Workplace Managers to join us at a complimentary launch event: The Journey from Facilities Management to Workplace Management 10.00 – 12.30 on 29 May 2012 at 1 Cornhill, London EC3V 3ND

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To include expert insights from Andrew Mawson, Managing Director, AWA and Marilyn Standley, a leading figure in the development of Workplace Management techniques in the UK and previously the first Chairman of BIFM. To book your place please e-mail hstenhouse@advanced-workplace.com All BIFM members will receive a 10% discount on annual PIN membership fees with this advert.

For further information about the Workplace Management PIN please go to www.advanced-workplace.com/workplace-pin/

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Fire Protection Measures - Understanding Your Responsibilities A half-day seminar designed to inform and raise awareness of passive fire protection and the duties placed on the Responsible Person under the RRFSO. 2012 Dates

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Thursday 31 May - Bristol Tuesday 12 June - Newcastle-upon-Tyne Tuesday 25 September - Coventry £75 + VAT per delegate Online at www.chilternfire.co.uk or phone 01494 569744

in association with:

FM WORLD | 17 MAY 2012 | 43

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9/5/12 12:16:09

FM PEOPLE MOVERS & SHAKERS

BEHIND

THE JOB How did you get into facilities management and what attracted you to the industry?

I started in retail management and then moved into retail operations. To further my career, I moved onto Regus as a business centre manager for five years and then progressed into regional FM management for a number of years, prior to joining Colt in 2008. I love the diversity of the role, the opportunities and challenges that come my way, and the people element.

NAME: Helen Playle JOB TITLE: Manager, Facilities and Workplace, Europe ORGANISATION: Colt Technology Services JOB DESCRIPTION: Responsible for the delivery of FM and Workplace Services on both an operational and strategic level, to Colt’s office portfolio within the UK and seven European countries, which includes the management of both an in-house and outsourced FM team

an eye for detail, be adaptable to change and enjoy a fast pace of life. You don’t need to be an expert in everything, but listen to and learn from others and you will soon build up a good knowledge base that will help you progress. If in doubt, don’t be afraid to ask, whatever the question.

What has been your biggest career challenge?

The project I am currently working on, which is a Pan European FM Transformation programme across 14 countries and 73 locations.

If you could change one thing about the industry, what would it be?

For FM to have higher recognition at executive level and for it to be recognised as a core service providing a crucial support function that contributes to the company’s overall business objectives and productivity, rather than ‘just a bit of cleaning’.

What do you think you’d be doing if you hadn’t got in to FM? I have worked in FM for so long I can’t imagine doing another job, but my dream would be to move to the country and open a farm shop and have the space to add to my small menagerie as I love all things furry – I currently have two cats, two dogs, two rabbits, a Shetland pony and marine fish (they aren’t furry!).

Which FM myth would you put an end to?

That FM is a male orientated role and that you need technical skills to be a good FM – FM is about good all round management skills, communication skills, seeking initiatives to achieve continuous improvement and the ability to multi-task and quickly change and re-assess priorities at short notice. Good people and relationship management skills are essential.

If you could give away one of your responsibilities to an unsuspecting colleague, what would it be?

What I call the ‘tea and toilet’ issues!

What’s been your career high-point to date?

Last year, I won a company award for a large-scale re-stack project in our corporate head office. The prize was a five-day trip to India with the other winners and our partners – receiving my award from our chief executive at the gala dinner, which was held on a small island in the sea, was the proudest moment of my career.

Which single piece of advice would you give to a young facilities manager starting out?

You need to have thick skin, a good sense of humour,

Help us shape the next 125 years.

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Johnson Controls Global WorkPlace Solutions is a leading provider of facilities and commercial real estate management for many of the world’s largest companies. Our employees across the world have delivered more than $3 billion in savings for our customers over the last 10 years.

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We have opportunities in South Africa for facilities management and workplace professionals looking to develop their careers. If you would like to help us deliver innovative solutions and high-value support to our global clients please visit our website www.johnsoncontrols.com/careers to view current opportunities and register for future alerts.

Our Level 3 Value-Adding Supplier BBBEE status demonstrates our commitment to the socio-economic transformation of South Africa.

www.fm-world.co.uk

10/5/12 17:49:33

FM NEWS

Call Adam Potter on 020 7880 8543 or email adam.potter@fm-world.co.uk For full media information take a look at www.fm-world.co.uk/mediapack

FM innovations ▼ No more lost building documents

▲ Glass Aftercare at Westfields

We developed e-bims because a facilities management company required building information to be updated, stored and maintained in a centralised accessible location. We have now launched the e-bims service nationwide as it has become invaluable to our existing clients. e-bims is a service to provide a secure on-line searchable central database for all of your buildings’ critical documentation and ensure your information is kept up-to-date. e-bims uses powerful OCR engines to scan and read files including rastered PDFs, which enables the documents to be fully searchable. e-bims is an affordable exciting new tool for facilities managers to retrieve their building documents through simple yet powerful search combinations.

E: richard.davey@e-bims.co.uk W: www.e-bims.co.uk

▲ Swisher unveils new look

Leading contractor Glass Aftercare was selected to assist with the installation of the shop-front glazing at the new Westfields Stratford City Shopping Centre.

The Project consisted of 20 retail units for big brands such as Costa Coffee, Momma’s & Papa’s, Northface and The White Wall Gallery.

The company was involved from the initial design and engineering through to the installation of the large glass panels. These posed challenges due to the confined area the team had to work within.

A combination of height and tight space was no problem for the installation team, even with the glass panels being 4.5m x 2m in size and weighing 400kg.

Specialist lifting equipment including Mini Spider Cranes and Glass Vacuum Lifters were employed by Glass Aftercare to lift the large glass panels to the top floor where the retails units were located.

T: 0845 0745736 E: www.glassaftercare.com

Swisher, one of the UK’s leading contract hygiene service providers, announces its renewed business focus and new look, with a raft of innovative products.

Swisher has been providing comprehensive washroom services, delivering unparalleled levels of hygiene in the UK for nearly two decades.

All the products and related services can be viewed on Swisher’s new website where visitors are able to download product sheets and view what other businesses in their sector have to say about the company’s service offering.

Having spent the last few months identifying a host of new products to accommodate a far broader spectrum of hygiene support services, Swisher is quite literally setting new standards in hygiene – from the washroom and kitchen.

W: www.swisher.co.uk

▼ Glass Aftercare’s fire doors and screens With over 25 years’ experience of trading in the UK, Qubiqa/Nord-Plan Mobile and Static Storage Systems stand for quality, reliability and durability. Qubiqa systems complement and enhance the modern office environment. Choose from a state-of-the-art system that is electronically operated with units that glide when you press a touchscreen, mechanical mobile units, static shelving or a two-tier system.

A Qubiqa system offers flexibility and sustainability – it’s easy to relocate, reconfigure, add to or upgrade.

Qubiqa have hundreds of systems in offices, libraries, museums, financial institutions, government departments, hospitals and universities – anywhere that requires a flexible long-term storage solution.

T: 01444 237220 E: salesuk@qubiqa.com W: www.qubiqa.com

▲ Prime supplies joins Jangro

▲ Environmentally friendly pest solution

Jangro, the largest network of independently owned janitorial supply companies with members across the UK, Ireland and the Isle of Man has a new Scottish Member. Jangro currently has more outlets than any other UK distribution organisation.

Prime Industrial and Janitorial Supplies has joined Jangro in a move to widen its product range, maintain low prices and expand its customer service offer.

Prime Industrial has extensive business in the care and nursing home sector, nurseries, private healthcare, clubs, restaurants and hotels. It also services many contract cleaning contractors and offices. Jangro, founded 30 years ago, has a turnover in excess of £100m shared by 41 Member companies.

T: 0845 458 5223 E: enquiries@jangrohq.net W: www.jangro.net

Pest Free Environmental Solutions is a new company providing an environmentally friendly solution to our growing population of rats, mice and cockroaches.

It has the ideal product for the facilities management industry, which currently uses harmful poisons and toxins. Pest Free’s electronic system has proved to drive out 100% of rodent infestations from buildings within one week.

Pest Free incorporates microchip technology that releases a pulsating vibration throughout a building to move vermin out humanely. The signal has no effect on humans or animals making it an easy decision when compared with traditional methods.

One Pest Free unit measuring only 25x16x8cm with an annual running cost of £0.25p will effectively protect an area of 1,000sq.mtrs.

T: 01277 268 874 W: www.pestfree-solutions.co.uk

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FACILITIES SHOW NEWS

▼ Hot spots at TM Electronics

▲ Crown Paints’ PaintSpec Finder

Spot some of the hottest products in temperature monitoring from TM Electronics, at the Facilities Show 2012 (Stand N64).

A unique Bluetooth logging thermometer that scans barcodes to record the identity of multiple fixed point assets; an innovative dual purpose surface/ immersion probe for both running water and surface measurements; and a huge number of applicationspecific sensors like pipe clamp probes and velcro probes, fine wires and cold store simulants.

TME specialise in thermometer kits for facilities managers, HVAC and service engineers, and are UK experts in water temperature kits for legionella monitoring. Visit the TME stand for hands-on demonstrations and show discounts.

T: 01903 700 651 E: sales@tmelectronics.co.uk W: www.tmelectronics.co.uk

▲ Flowcrete’s Get More From Floors

FM professionals can learn more about a powerful new aid to specification, at the Facilities Show, where Crown Paints will be showcasing its new online resource, PaintSpec Finder at stand L70.

Vernon Kinrade at Crown Paints, said: “We have had many comments about how intuitive and userfriendly the service is, and its ability to filter through a great deal of technical information to pinpoint exactly what specifiers need for their chosen projects.

“Users are also very impressed with its ability to pull together the specifications into a report, which is then all ready for users to hand to their client or add to their tender documents.” Crown Paints have secured a Green Apple Award, from the Green Organisation, and a Sustainable Manufacturing Award from The Manufacturer magazine.

T: 0845 389 9583 E: info@crownpaintspec.co.uk W: www.crownpaintspec.co.uk

Flowcrete UK, will be demonstrating the versatility, performance and function of its industrial and commercial floors at Facilities Show 2012.

With more than 30 years’ experience in the flooring industry, the UK manufacturer will be showing how its time-proven and trusted resin systems offer facilities managers a time-proven solution to meet all of their requirements.

Visitors to Flowcrete UK’s stand number N44 will be able to find out how to ‘Get More From Floors,’ with information based on Flowcrete’s ongoing industrial flooring campaign demonstrating how to achieve a fit-for-purpose floor finish in manufacturing and processing areas. The fast-track finish Flowfast, which is ready for use just two hours after application, is also being showcased.

W: www.flowcrete.co.uk

▼Direct Telecom’s two-way comms Direct Telecom Services are specialists in two-way communication systems since 1988. They offer digital radio’s built-in error correction technology, which delivers clearer communications across a wider range, eliminating “dead” zones.

The digital high-tech solution provides uninterrupted voice and data communications, improving the co-ordination of daily operations and enhanced staff safety.

A digital system can increase productivity, enhanced customer service and help staff to respond more quickly to incidents. Dispatch software applications will allow the control room to identify the status of each radio user in real time and allow text messaging. Free site surveys are available.

W: www.direct-telecom-svs.co.uk

▲ Jangro achieves triple ISO registration

▲ Recolight’s WEEE recycling system

Jangro, the largest national network of independent janitorial supply companies with 41 Members, has achieved three internationally recognised standards – ISO9001, 14001 and OSHAS18001 – establishing it as the leader in its field.

The independent assessment was conducted by the British Assessment Bureau and demonstrates Jangro’s commitment to customer service and quality in delivery.

Jangro director Jo Gilliard said, “We are particularly pleased to have achieved the certifications as it underlines our commitment to customers and our focus on quality. It demonstrates we can provide a quality solution from quotation to delivery.”

T: 0845 458 5223 E: email enquiries@jangrohq.net W:www.jangro.net

Recolight, the leading specialist recycling scheme for lamps, has launched a new and improved online booking system for its business collection points and recyclers across the country.

The system now has greater functionality, allowing collection points and recyclers to complete hazardous waste consignment notes securely online, book more than one container at a time, and register multiple users. They will receive an email confirmation with a unique reference number when they book a collection, and are then able to monitor the status of a request, and cancel or edit collections online within 48 hours of the request being made.

The update was triggered in response to feedback received through a survey of collection points and members conducted by Recolight last year.

W: www.recolight.co.uk

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Call Carly Gregory on 020 7324 2755 or email jobs@fm-world.co.uk For full media information take a look at www.fm-world.co.uk/mediapack

Appointments

We’re serious about excellence. Are you?

Operations Manager – Corporate Facilities | Competitive salary & benefits | Central London Rolls-Royce’s Group Property team operates across 38 countries, overseeing a portfolio that stretches to two million square metres of factory, storage

services. You’ll also make sure the building is maintained to an exceptional standard and that it is compliant with health & safety regulations.

and office space. As well as providing exceptional facilities management services, we ensure the cost-effective delivery of all property transactions and construction projects.

In this front-of-house role, you’ll deliver excellent facilities management services for our corporate headquarters in London. Make no mistake, it is a unique and varied opportunity. Developing strong relationships with senior stakeholders and partners, you’ll guarantee high-quality and cost-effective

Most importantly, you must be a proven professional who’s capable of achieving and inspiring excellence. A skilled communicator, you’ll also be confident working front-of-house in a high-profile environment. On top of that, you’ll have experience of managing contracts and budgets, plus a strong record of ensuring compliance with HS&E standards.

To apply, visit www.rolls-royce.com/careers and search reference number 24758.

We are an equal opportunities employer.

www.rolls-royce.com/careers

Value Retail is the only company that specialises exclusively in the development and operation of luxury outlet shopping Villages. We provide our guests with an outlet shopping experience unrivalled anywhere in the world.

We are looking for an experienced and commercially driven Operations Manager with well rounded Facilities Management and hospitality experience to both compliment and enhance the existing skills of the Village Operations Team.

This exciting opportunity is a reflection of the growth and unprecedented success experienced to date. Building & Plant Maintenance, as well as Corporate Governance play an integral part to this role; you will have extensive experience in both these areas, as a prerequisite. The successful candidate will ideally be BIFM qualified and have previous experience of managing a portfolio of Fabric related work.

If you are an experienced Operations Manager, used to consistently delivering to high expectations within a fast paced setting, then we eagerly await your application.

In return Value Retail will offer an excellent remuneration and benefits package and the chance to join a leading market leader within the Retail industry.

To apply please forward an up-to-date CV for consideration to HrdepartmentBV@valueretail.com

www.valueretail.com Value Retail strip.indd 1 jobs.fm-world.co.uk

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Offices in: Abu Dhabi, Auckland, Berlin, Düsseldorf, Frankfurt, London, Manchester, Melbourne, Moscow, Singapore.

www.cobaltrecruitment.com

FM Opportunities Project Manager | London £45,000

Performance & Lifecycle Manager | East Midlands £45,000

We are looking for a proven M&E Project Manager to join a central projects division within a large FM Service Provider. As the PM you will be responsible for delivering multiple projects at any one time from inception through to completion. You will do this across private and public sector contracts and have total responsibility for the delivery; you will also have strong client relationship building skills and be commercially astute. Our client requires someone who is proactive and from a technical background.

Ref: 1112900

We have been asked to locate a Performance and Lifecycle Manager to join a large TFM service provider. You must have strong M&E knowledge and have worked in a similar role previously. You will be expected to use a CAFM system and have a good understanding of PPM and reactive maintenance within a large TFM service delivery in the retail sector.

You will be responsible for providing regular contract performance and management information against KPIs and SLAs. Ref: 1006400

Operations Director | Hertfordshire £55,000 + package

Temporary Building Manager | Central London £30,000 - £35,000

We are looking for a proven Operations Director to run the hard services delivery across multiple contracts with UK coverage. As the Operations Director you must come from an engineering background and have a track record in delivering high-end hard services to corporate clients. You will run a P&L of at least £10m with a view to growing this over time. You will need to be client focused with strong management skills.

Ref: 1110600

Our client, a managing agent organisation requires an experienced Building Manager who is immediately available to manage a 100,000 sq ft. site in Central London. The position will involve setting and managing the service charge budget, ensuring statutory compliance and managing hard and soft service delivery. Candidates must have experience of working on behalf of a managing agent on a similar size property and will be MBIFM and IOSH certified.

Ref: 1116400

London office

To apply for any of these roles please email your CV in confidence to info@cobaltrecruitment.com or call +44 (0)207 478 2500 to speak with Claudio Rojas or Ryan Coombs.

Premises Manager Ref: FMW/314

Salary: £29,601 - £33,510 PO1/ PO2 depending on experience

An opportunity has arisen to join Plumstead Manor School at an exciting phase of development. The school facilities are being enhanced as part of a major BSF project on site, due for completion Easter 2013.

Our 11–16, all girls comprehensive with a mixed sixth form, is situated in the pleasant area of Plumstead Common, in the Royal Borough of Greenwich, London.

You will be responsible for the implementation of, and compliance with, health & safety policy and other statutory maintenance requirements as required by legislation.

The successful candidate will lead a team of Premises Assistants, Site Supervisors and Midday Supervisors and have responsibility for all strategic and operational premises related functions.

You will provide a customer focused facilities service to support delivery of teaching and learning ensuring the school is a pleasant, safe environment for students to flourish.

We are looking for an individual, with at least 3 years’ experience and a proven track record of managing a large, high occupancy site (2000+) preferably within a school environment.

A BIFM or other Facilities Management qualification is desirable but candidates with the relevant experience will be considered.

the

natural choice in FM recruitment

Closing date: Monday 21st May. To Apply please visit our website www.plumsteadmanor.com and apply online.

Alternatively, contact the HR Team jobs@plumsteadmanor.com, 020 3260 3123 We are committed to safeguarding and promoting the welfare of children and young people and expect all staff to share this commitment.

References will automatically be requested for all shortlisted applicants prior to interview.

The successful applicant will be required to be CRB checked prior to taking up post.

To find out how you can benefit from working with Eden Brown, contact us today on 0845 4 505 202. www.edenbrown.com

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The Natural History Museum is one of the world’s leading museums, internationally recognised for its dual role as a centre of excellence in scientific research and as a leader in the presentation of natural history through exhibitions, public programmes, publications and the web.

Head of Estates £65,000 to £75,000 per annum plus benefits Reporting to the Director of Finance and Corporate Services, you will be responsible for the departmental leadership of the Estates function across this complex and varied 130,000 sq m estate. Currently services are delivered through a small in-house team and outsourced services.

Key responsibilities will include the strategic development of the Museum’s estate combined with day to day operational control of the drive for exceptional customer experience and value for money.

You will implement operational plans that manage the estate in a cost effective and professional manner ensuring the effective delivery of a wide range of facilities management, building and engineering projects. You will be a “hands on” leader, developing the estates team to ensure the department possesses the professional and technical capacity to manage this diverse multi-site portfolio, which encompasses a balanced delivery of in-house and outsourced teams.

The successful candidate will possess an in-depth knowledge of best practice in engineering and maintenance operations across a large, diverse operation, coupled with a good understanding of energy procurement and management and the Green Agenda. You will have strong commercial awareness and change management experience. It is also essential that the Head of Estates has experience of procuring and managing outsourced services contractors in addition to strong contract management and performance ability.

This is a varied estate and role, which will include collaboration throughout the surrounding Exhibition Road area with other cultural and academic institutions, involving complex energy management and sustainability projects.

For an informal/confidential discussion and a full job description, please contact our retained advisor Michael Hewlett at The Management Recruitment Group on michael.hewlett@mrgpeople.co.uk or 020 8892 0115.

All direct and third party applications will be forwarded to MRG.

The Management Recruitment Group, Regal House, 70 London Road, Twickenham, TW1 3QS Tel: 020 8892 0115.

Senior Appointments for the Built Environment

www.mrgpeople.co.uk

Are you looking for a Key Contract Opportunity and have proven experience in Hard and Soft FM Contract Management?

Hard and Soft FM Contracts Manager, South Bristol Community Hospital Band 8A (£38,851 - £46,621) Ref: 387-TS-227 University Hospitals Bristol NHS Foundation Trust are looking for a Facilities and Estates Contracts Manager with a proven track record, to be responsible for the operational management of the external contract arrangements for both Hard FM (delivered via Bristol Infracare LiftCo, the Landlord) and Soft FM services (delivered by an external contractor) at the brand new South Bristol Community Hospital.

Accountable to the General Manager (Facilities) based at UH Bristol NHS FT, you will work at the new hospital site, building close working relationships with the Clinical Hospital Manager and both Soft and Hard FM Contract Managers. You will be responsible for managing the interface between the external contracting organisations and the various clinical service providers occupying the building, ensuring all tenants are aware of their obligations under the lease. You will also deliver the tenants representative role on behalf of the Trust and ensure services are delivered to the quality and key performance indicators as laid down in the contracts.

You will require previous experience of managing contracts of this nature, be educated to degree level as well as having the ability to communicate clearly and work as part of one team with the clinical and non clinical staff on site.

The hospital will be operated by three distinct partners: UH Bristol NHS Foundation Trust will provide: Inpatient rehabilitation beds (60), day hospital services, outpatients, day surgery and endoscopy, diagnostics and community dental treatment services.

Bristol Community Health will provide: Urgent Care Centre Bristol Infracare LIFT will provide: Building maintenance

For further information/informal discussion please contact Chris Burke, Interim Contracts Manager on 0117 3429843 or to apply please visit www.uhbristol.nhs.uk/work-for-us/ Closing date for applications: Wednesday 30th May 2012 Interviews will be held on 14th and 15th June and include an informal meeting with the Clinical Hospital Manager and key members of her team.

www.uhbristol.nhs.uk

jobs.fm-world.co.uk

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FINAL WORD NOTES FROM AROUND THE WORLD OF FM

NO 2

DAYS

AY FACILITIES S

THE SAME THIRD SPACE – IT'S WAR! In a potentially fatal wound to the nascent ‘third space’ scene, the Telegraph has reported how workers making the most of coffee shop WiFi are starting to cause problems. A report called Dibs!

Customer Territorial Behaviours, published in the Journal of Service ce Research, says that the absence of time limits has seen some workers ers effectively moving into the locall coffee shop as an office tenant.

This has long been a potential al problem, so it is interesting to read research that backs the theoryy up.

With so many ‘displaced’ workers kers and no one to stop them, who o wouldn’t make the most of hour our upon hour of free WiFi and a warm environment in exchange for no more than the price of a cup of tea.

The report’s authors suggest est that it’s not just a problem off too e way of many workers getting in the the hitherto regular coffee drinking ere are punters. It turns out that there often altercations as those who have ‘set up office’ spread their various electronic devices out across the tables and chairs.

The report claims that: "Changing work habits have created a new class of teleworkers for whom the office is wherever they can access a wireless signal. This effectively barricades against others looking for a place to sit down and relax.

A single customer can turn a fourperson table into a makeshift office."

Just how the major high street coffee shops respond to this threat will be interesting and certainly it would appear that the smaller the coffee shop, the more pronounced this problem will be. We shall see.

IME COST FETIM ING’S LIIFE OF A BUIILLDDIN

97%

COST IN USE

3%

LAND PROCUREMENT , ARCHITECTURE, DESIGN, SURVEYING, CONSTRU MANAGEMENT, BUILD CTION, PROJECT ING MATERIALS…

SO THE MOST IMPO COST IN A BUILDINRGTANT LIFECYCLE IS…? 'S

GETTING THE COST-IN-USE MESSAGE OFF OUR CHESTS You know how the facilities sector is forever frustrated by the fact that we know how much we matter, but just can’t get the message across? Despite the fact that building information modelling might just provide another way to get the operational aspect of a building’s cost into the limelight, there is still nothing like enough awareness of just how much facilities management matters.

Accordingly, we believe a fashion parade might be in order. We’re considering the introduction of a range of T-shirts with designs that ram the message home to all who see them. (Here we've used the deliberately contentious figure of 97%, but we can change that.)

The two suggestions here are just the start.

There are surely any number of ways that we could introduce popular culture to the way in which we deliver the FM message. Remember the poster for the film Jaws? How about the shark being the cost in use and the lone swimmer being the construction costs? Or maybe a pastiche of Reservoir Dogs, with Mr Construction, Mr Architect, Mr Quantity Surveyor and Mr Building Materials being dwarfed by a giant Mr Cost-In-Use? Other suggestions are welcomed.

A VACUUM THAT COUNTS THE CALORIES We thought it was an April Fool, but no, there is indeed a new, British-made vacuum cleaner that collects and compresses dirt, dust and fluff into little ‘bales’. It’s certainly an interesting new way of dealing with dirt, but that’s not all – it can also be connected to a PC in order to calculate how many calories the user burns while vacuuming.

GTech say that its AirRAM product outperformed the UK's leading mains powered and cordless vacuums in independent tests. The AirRAM weighs 3.5kg and is powered by a professional-grade 22v Li-ion battery which will, the company claims, let

the user clean the largest of homes from a single charge. And yes, for now this is a strictly consumer product – but we can see significant benefits ahead.

There must surely be a large bag of CSR brownie points on offer to the first contractor who can convince GTech to produce a business variant.

Not only could the service provider report on the health-in-use benefits of its new work tools, to both the client and workforce, but it could also lead to the very slow building of new sustainable walls as the number of those bales begin to build up. Well, it's a thought.

IN THE NEXT ISSUE OUT 7 JUNE

PREPARING FOR A PANDEMIC /// CHANGES TO RULES ON THE CONTROL OF ASBESTOS /// REPORT – FACILITIES SHOW SESSIONS /// POST-OCCUPANCY USER GROUPS /// MAILROOM MANAGEMENT /// CAN CHILLED BEAMS BE RETROFITTED INTO A BUILDING? /// THE LATEST NEWS, ANALYSIS AND COMMENT

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Just another page in our evolution

Assurity was always our middle name, now it’s our first. Our new name is a logical progression and reflects the breadth of services we now offer across all areas of health, safety and environmental workplace compliance.

Our guiding principles remain the same, providing our customers with the re-assurance they value most. Independent expert knowledge and practical advice that’s delivered directly by a team of qualified dedicated consultants.

Assurity Consulting t 0844 800 7705 e info@assurityconsulting.co.uk w assurityconsulting.co.uk FM WORLD | 17 MAY 2012 | 13

INDEPENDENT TRUSTED ADVICE FMW.17.05.12.051.indd 51

9/5/12 11:46:53

“ WE CAN’T AFFORD TO TAKE RISKS WHEN WE’RE APPOINTING OUTSIDE CONTRACTORS” Robert Marsh, Director (Electrical), Johnathan Hart Associates

ECA electrical contractors must undergo a thorough examination of their financial, commercial and technical skills

ONE LESS THING TO WORRY ABOUT. FM WORLD | 17 MAY 2012 | 13

To find an ECA contractor that’s right for you:

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